Understanding Applicant Withdrawal: Can organizations prevent it and should they even try?

The process of applicant self‐selection has received significant attention in the academic literature. However, scant attention has been devoted to parsing out controllable from uncontrollable reasons for applicant withdrawal. At a most basic level, recognition and management of the problems impeding test availability to an applicant is a starting point. This research aimed to gain a better understanding of why applicants withdraw from the selection process, after application, by investigating differential reasons for withdrawal based on minority status and test accessibility for individual applicants. This was accomplished by surveying applicants of an entry‐level position within a variety of locations. The results indicate that the reasons for withdrawal are best described as obstructions (e.g., distance to testing facility) and are based less upon differences between minority subgroup and cognitive evaluations/attributions concerning the suitability of the focal position.     

Examining Applicants' Attributions for Withdrawal From a Selection Procedure

This study applied the attribution framework described by Weiner (1986) to understand the psychological reasons applicants withdrew from a police officer selection process, as well as the consequences of their attributions for withdrawal. Individuals ( n = 196) who withdrew from the selection process were contacted and were asked to indicate their primary reason for withdrawal; and then rated this reason on locus, stability, and controllability dimensions. They also reported future application expectancies. Results indicate minority and female applicants appeared to indicate different reasons for withdrawing than did White and male applicants. Finally, race and controllability interacted in the prediction of reapplication expectancies, such that the relationship between expectancies and controllability was negative for White applicants and positive for minority applicants.     

Integrating Social Identity and the Theory of Planned Behavior: Predicting Withdrawal from an Organizational Recruitment Process

This study develops and tests a model of applicant withdrawal. Drawing on tenets from social identity theory and the theory of planned behavior, this study proposes that applicants who highly identify with an organization will experience higher pursuit intentions and subsequently be less inclined to withdraw from recruitment. Data were collected from a sample of 669 applicants to the U.S. military at 2 intervals, separated by 3 months. Strong support was found for the proposed theoretical model. Implications for research and practice will be discussed.     

Selection fairness information and applicant reactions: a longitudinal field study

Although laboratory studies have found that selection information can affect applicant perceptions, this has not been tested in the field. The authors followed 2 cohorts of police applicants (N = 274) in a longitudinal study to examine the relationship between information, applicant perceptions, and behavior (e.g., turnover). Information was related to perceived fairness measured at the time of testing and 1 month later when applicants received their results. Information moderated the relationship between outcome favorability and test-taking self-efficacy among African Americans but not among Whites. Information was not related to the behavioral measures. The discussion focuses on why certain findings from previous studies were not replicated and on the use of information when applicants have an investment in getting a job.     

Test-taking motivations and outcomes on a standardized measure of on-the-job integrity

This study examined the test-taking motivation and attitudinal set of employment applicants who completed the Reid Report measure of on-the-job integrity. Applicants who were subsequently found to have received low scores on the Reid Report, decreasing the likelihood that they would be recommended for hiring, were more likely than those who received higher scores, to have believed that they could outguess the test, to have minimized its importance in the hiring decision, and to have regarded dishonest preoccupations as legitimate. Both the Reid Report score and test-taking attitudes of Outguessing and Dishonesty Legitimization also predicted admissions of past defalcations during a pre-employment screening interview.     

A Prototype Matching Approach to Understanding the Role of Applicant Gender and Age in the Evaluation of Job Applicants1

This research uses a prototype matching approach to understand how job applicant evaluations are made and the role that applicant gender and age play in these evaluations. It is hypothesized that raters represent information about jobs and jobholders in person-in-job prototypes. Raters evaluate applicants by matching information about applicants to the person-in-job prototype associated with the job for which the applicant is applying. Person-in-job prototypes are comprised of features that are more (i.e., central) or less (i.e., peripheral) strongly associated with the prototype. Three laboratory studies examined several hypotheses derived from a prototype matching approach. Results indicated that applicants who matched on more central features were evaluated more favorably than applicants who matched on fewer central features of person-in-job prototypes. In addition, applicants who matched on age were evaluated more favorably than applicants who did not match on age when age was a central but not a peripheral feature of a person-in-job prototype. However, applicants who matched on gender were not evaluated differently from applicants who did not match on gender when gender was a central or a peripheral feature of a person-in-job prototype. Finally, there was some evidence that raters used applicant gender in a complex manner when evaluating applicants. Implications for theory and research on bias in selection are discussed.     

Perceived fairness in employee selection: the role of applicant personality

The present study investigated the role of applicant personality in relation to applicant procedural and distributive justice perceptions after being informed of an organization’s reject/accept selection decision. A sample of 503 students completed a selection test, believing the results would be used to make initial selection decisions for an organization recruiting from the university. Participants were presented with selection decisions (randomly assigned) two weeks later, and procedural and distributive justice perceptions were assessed. Hierarchical regression analyses indicated that agreeableness, openness to experience, and test-taking self-efficacy were positively related with perceptions of procedural and distributive justice. Neuroticism was negatively associated with distributive justice perceptions. The relationships of test-taking self-efficacy with procedural and distributive justice were moderated by the organization’s selection decision.     

Predicting applicant withdrawal: An expectancy theory perspective

The purpose of this study was to examine the predictors of withdrawal from the job application process. To this end, this study used expectancy theory as its theoretical framework. Using data from 5,346 applicants to an entry-level military position in a large European military organization, results indicated that a positive change in job attraction, applicant emotional stability, and conscientiousness, and the amount of information and self-efficacy regarding selection procedures all had negative relationships with applicant withdrawal. The variables, which had a positive relationship with applicant withdrawal, included time interval after the application and perceptions of alternative employment opportunities. In addition, self-reported reasons for withdrawal were also examined, which included scheduling conflicts, problems with completing the application documents, and losing interest in the job. Both theoretical and practical implications of the findings are discussed.     

Applicant Reactions to Selection Procedures: An Updated Model and Meta-Analysis

An updated theoretical model of applicant reactions to selection procedures is proposed and tested using meta-analysis. Results from 86 independent samples  ( N = 48,750)  indicated that applicants who hold positive perceptions about selection are more likely to view the organization favorably and report stronger intentions to accept job offers and recommend the employer to others. Applicant perceptions were positively correlated with actual and perceived performance on selection tools and with self-perceptions. The average correlation between applicant perceptions and gender, age, and ethnic background was near zero. Face validity and perceived predictive validity were strong predictors of many applicant perceptions including procedural justice, distributive justice, attitudes towards tests, and attitudes towards selection. Interviews and work samples were perceived more favorably than cognitive ability tests, which were perceived more favorably than personality inventories, honesty tests, biodata, and graphology. The discussion identifies remaining theoretical and methodological issues as well as directions for future research.     

Application patterns when applicants know the odds: implications for selection research and practice

Unlike previous research that found small differences between population standard deviations and applicant pool standard deviations (P. R. Sackett & D. J. Ostgaard, 1994; D. S. Ones & C. Viswesvaran, 2003), this study revealed a 23% disparity between Law School Admission Test (LSAT) scores of all LSAT test takers and those of LSAT test takers who applied to law school. This study also illustrated robust applicant self-selection behavior across different law school ranks. These findings are important, because predictor scores of applicants who know their scores in advance and perceive small selection ratios necessitate substantially smaller range restriction corrections than those that would be required by population standard deviations. Furthermore, these findings more generally reveal that applicants who know their scores in advance behave quite differently from applicants who do not.     

Perceptions of Justice in Employment Selection Decisions: The Role of Applicant Gender

In contrast to the vast majority of justice literature that controls for applicant gender, the present study investigated the role of applicant gender in relation to applicant procedural and distributive justice perceptions after being informed of an organization's reject/accept decision. A sample of 503 students completed a selection test, believing the results would be used to make initial selection decisions for an organization recruiting from a university. Two weeks later, participants were given selection decisions (randomly assigned), and procedural and distributive justice perceptions were assessed. Hierarchical regression analyses indicated gender moderated the relationship between selection decision favorability and organizational justice perceptions. As hypothesized, in comparison with rejected males, rejected female applicants reacted most negatively to both forms of justice. On the other hand, selected female applicants had a more positive reaction than selected male applicants to both procedural and distributive justice. Potential implications for these and other findings are discussed.     

INTERVIEWER DECISIONS AS A FUNCTION OF APPLICANT RACE, APPLICANT QUALITY AND INTERVIEWER PREJUDICE

This study investigated the impact of the racial attitudes of interviewers, applicant race, and applicant quality on the ratings given applicants. This study used a posttest-only control group approach which was analyzed by a 2 × 2 × 2 factorial ANOVA design. Subjects were 176 white business administration students from a large urban university.
Videotapes of simulated job interviews were produced to control applicant quality and applicant race. A black male and a white male each role-played both a high and a low quality applicant. The main effect for applicant quality was significant, accounting for 50% of the variance in applicant ratings. The main effect for race was significant but not in the predicted direction. Black applicants were rated higher than white applicants. While high quality applicants were rated highly regardless of race, the low quality black applicant was rated higher than the comparably performing white applicant. The interaction of race and interviewers' level of prejudice was significant but not in the predicted direction. Highly prejudiced subjects rated black applicants higher than white applicants. The implications of these results for further research were discussed.     

The Employment Interview: The Role of Sex Stereotypes in the Evaluation of Male and Female Job Applicants in the Netherlands1

This field study focused on the influence of sex stereotypes in the evaluation of male (N=38) and female (N=21) job applicants in the Netherlands. The employee selection process for higher-level technical and academic jobs in real life situations was studied, with special attention to the assessment of applicants by members of selection committees. It was demonstrated that, according to the job interviewers, the ideal applicant had more masculine than feminine traits. Males and females were regarded as having the same qualifications for the job, but because male applicants were assessed as having more masculine characteristics and female applicants more feminine characteristics, the male applicants were accepted more often. The job interviewers acted according to a fit model: The applicant most similar in traits to the ideal applicant was hired for each job.     

JUDGMENTS OF FIT IN THE SELECTION PROCESS: THE ROLE OF WORK VALUE CONGRUENCE

Work values were examined as an antecedent of recruiters' judgments of applicant fit with the organization. Data were collected on the work values of recruiters, their organizations, and job applicants in actual job interviews conducted through the placement center of a large university. Following the interviews, recruiters evaluated applicants' general employability and organization-specific fit. Approximately 4 months following the interviews, data on whether the applicants were invited for a second interview were also obtained. Work value congruence between the applicant and the recruiter was found to be related to judgments of general employability and organization-specific fit. Congruence between the applicant and the organization (as perceived by the recruiter) was not related to judgments of employability and organization-specific fit. Recruiter ratings of employability were related to the decision to invite the applicant for a second interview. Work value congruence was not related to second interview decisions. It is concluded that if work values and judgments of applicant fit influence the personnel selection process, they are more likely to do so at later stages when job offer decisions are made. Work values and judgments of applicant fit seem to have minimal impact on decisions to retain the applicant for additional consideration in early stages of the selection process.     

Applicant attraction to organizations and job choice: a meta-analytic review of the correlates of recruiting outcomes

Attracting high-performing applicants is a critical component of personnel selection and overall organizational success. In this study, the authors meta-analyzed 667 coefficients from 71 studies examining relationships between various predictors with job-organization attraction, job pursuit intentions, acceptance intentions, and job choice. The moderating effects of applicant gender, race, and applicant versus nonapplicant status were also examined. Results showed that applicant attraction outcomes were predicted by job-organization characteristics, recruiter behaviors, perceptions of the recruiting process, perceived fit, and hiring expectancies, but not recruiter demographics or perceived alternatives. Path analyses showed that applicant attitudes and intentions mediated the predictor-job choice relationships. The authors discuss the implications of these findings for recruiting theory, research, and practice.     

The Influence of Public Self-Consciousness and the Audience's Characteristics on Withdrawal from Embarrassing Situations

ABSTRACT Two studies examined the impact of public self-consciousness (PSC) and the audience's characteristics on withdrawal from embarrassing situations In Study 1 subjects verbally responded to a series of hypothetical events of an embarrassing nature before audiences described as either strangers or friends Subjects high in PSC expressed similar tendencies to withdraw no matter who the audience was, whereas low PSC subjects reported that they were less likely to withdraw when the audience was composed of friends as compared to strangers Study 2 had high and low PSC subjects perform an embarrassing act in front of either a friend or two types of strangers–those they either would or would not interact with in the future Low PSC subjects withdrew sooner from an audience of strangers they would have to interact with than from either an audience of friends or strangers they would never see again Again, high PSC subjects responded similarly to the three audiences They tended to withdraw quickly no matter who the audience was Discussion focuses on the role situational and dispositional factors play in withdrawal from embarrassing situations     

Applicant reactions and faking in real-life personnel selection

Faking may affect hiring decisions in personnel selection. All the antecedents of faking are still not known. The present study investigates the association between applicants' reactions about the selection procedure and their tendency to fake. The subjects (N = 180) were real-life applicants for a fire and rescue personnel school. After completing the selection process, the applicants filled out a questionnaire about their test reactions (Chan, Schmitt, Sacco & DeSohon, 1998b) and a faking scale, the Balanced Inventory of Desirable Responding (Paulhus, 1991). The results based on Structural Equation Modelling (SEM) indicated that the more positive reactions applicant had about the selection procedure the more impression management they had. The applicant reactions were not associated with self-deception.     

Gender Bias in Leader Selection? Evidence from a Hiring Simulation Study

The present research investigated factors that might affect gender discrimination in a hiring simulation context from the perspectives of social role theory and the shifting standards model. Specifically, the experimental study investigated whether gender biases are evident in the screening and hiring stage of the personnel selection process depending on the applicants?? social role and evaluators?? gender. A sample of German undergraduate business students (54 women, 53 men) was asked to make a personnel selection decision (short-listing or hiring) about a fictitious applicant (man or woman) in a specific role (leader or non-leader) for a managerial position. Consistent with social role theory??s assumption that social role information is more influential than gender information, participants selected applicants described as leaders over applicants described as non-leaders, regardless of applicant gender. In addition, in the presence of role information, female applicants portrayed as leaders were similarly short-listed and hired as male applicants with the same credentials. In the absence of role information, female applicants were similarly short-listed as male applicants; however, male applicants were hired over female applicants, albeit by male participants only. This is consistent with the shifting standards model??s assumption that group members are held to a higher standard to confirm traits on which they are perceived to be deficient: Male participants hired female applicants portrayed as non-leaders with less certainty than their male counterparts possibly due to higher confirmatory standards for leadership ability in women than men. The research and practice implications of these results are discussed.     

Ambivalent Sexism and Applicant Evaluations: Effects on Ambiguous Applicants

The purpose of the current research was to evaluate how gender stereotypes and sexist attitudes affect responses to hypothetical job applicants. In Study 1 (N?=?93) undergraduate and graduate students in the Southwestern USA evaluated a male, female, or gender-ambiguous resume. They also completed the Ambivalent Sexism Inventory (ASI; Glick and Fiske 1996). Hypotheses were tested using ANOVA. Results suggested that participants who expressed more hostile sexist attitudes evaluated the gender-ambiguous applicant more negatively than a male or female applicant. In Study 2 (N?=?117), graduate and undergraduate participants were asked to indicate the gender of the ambiguous applicant. Those who scored high on hostile sexism, and perceived a gender-ambiguous applicant to be male, provided the most favorable evaluations.