The Relationship of Recruiting Sources and Pre-Hire Outcomes: Examination of Yield Ratios and Applicant Quality

The study reported in this paper examined the relationship between 5 recruiting sources (college placement offices, newspaper advertisements, employee referrals, direct applicants, and job fairs) and several important but neglected pre-hire outcomes (e.g., percentage of qualified applicants generated, percentage of applicants who were hired). As hypothesized, applicants who applied directly for jobs and those who were referred by current employees were more likely to receive job offers and to become employees than were applicants recruited via other sources. Unexpectedly, recruiting sources were not related to the measures of applicant quality used in this study.     

Recruiting through advertising or employee referrals: Costs,yields, and the effects of geographic focus

Research on recruiting has generally considered the effects of recruiting source on employee tenure or performance, and has argued that formal employment ads are inferior to informal sources, notably employee referrals. We test two dimensions for evaluating the effects of recruiting sources on the recruiting process—cost per new hire and yield ratio. We also suggest a new dimension for distinguishing between different types of employment ads—geographical focus—which we define as the clarity and distinctiveness of the labour market that an ad is likely to reach. Geographically focused ads are shown to cost less and yield more appropriate applicants than unfocused ads. Considering the cost, yield, and focus of ads can promote the effectiveness of recruiting processes. The study therefore has both practical applications and implications for further research on recruiting sources.     

APPLYING UNCERTAINTY MANAGEMENT THEORY TO EMPLOYEE VOICE BEHAVIOR: AN INTEGRATIVE INVESTIGATION

Drawing on uncertainty management theory, this study integrates justice research with the elaboration likelihood model and considers employee voice behavior as a function of 3 (interpersonal, procedural, and distributive) facets of justice perceptions in combination. Specifically, a positive relationship is hypothesized between interpersonal justice and employee voice behavior, which is buffered by high procedural justice. This 2‐way interaction effect is also examined to determine whether it would be mitigated by low distributive justice. Results from a sample of 395 manager–employee dyads provide support for these predictions. Furthermore, results from a supplementary analysis show that the 3‐way interaction effect on employee voice behavior was more pronounced for those who had a high feeling of uncertainty (i.e., those with a shorter job tenure or occupational tenure). Theoretical and practical implications of the findings are discussed.     

Do CEOs Matter to Firm Strategic Actions and Firm Performance? A Meta‐Analytic Investigation Based on Upper Echelons Theory

What roles do CEOs play in firm performance? To address this question, the management field has accumulated a substantial amount of research over the past 3 decades built on upper echelons theory (UET), which posits that CEO characteristics manifest in firm strategic actions and, in this way, future firm performance. Hence, there is a need to systematically amass and take stock of prior empirical findings for UET testing and development. We use meta‐analytic techniques to synthesize prior UET research on the relationships among commonly studied CEO characteristics, firm strategic actions, and future firm performance. Based on 308 studies, meta‐analytic results generally support UET's predictions with a few exceptions: CEO characteristics (i.e., tenure, formal education, prior career experience, and positive self‐concept) are significantly associated with firm strategic actions, which in turn are significantly related to future firm performance. Moreover, CEO characteristics (i.e., age, tenure, formal education, and prior career experience) are positively related to future firm performance. In addition, fine‐grained analyses have revealed interesting and important relationships between specific measures of CEO characteristics (e.g., CEO prior task experience) and firm outcomes (e.g., firm strategic actions that match with CEO prior task experience). Implications for theory, future research, and practice are discussed.     

An examination of employee perceptions of a subjective performance appraisal system

This study sought to identify factors related to employee perceptions of the accuracy of performance ratings they received using a subjective rating system. It also sought to determine if the relationship between these correlates and perceived fairness and accuracy was moderated by employee sex and/or race. The results were based on the analysis of items from questionnaires completed by 234 government employees whose job performance was rated on a graphic rating scale. A factor analysis of the predictor items yielded three factors. The first factor dealt with employees' confidence in their supervisors' qualifications to accurately rate their performance, the second with matters related to a discussion of appraisal outcomes (i.e., rewards and career progress), and the third with the relevance of the appraisal instrument. The measure of perceived fairness and accuracy was regressed onto scores derived for each of the three factors, plus a set of contrast variables representing the various race/sex groupings and a set of demographic variables (viz., job tenure, education level, and supervisory status). Factors 1 and 2, race, and supervisory status were found to be significantly related to perceived fairness and accuracy. Moreover, the relationship of the criterion with job tenure was moderated by race, that with factor 2 was moderated by sex. Management implications of these findings are discussed.     

High Aspirations: Differences in Employee Satisfaction Between University Faculty and Staff

Employee satisfaction surveys were examined for five universities in the US, UK and Canada, selected because they presented results for faculty and other staff separately. Faculty consistently score more negatively on employee satisfaction across a wide range of areas. The most negative responses are for areas such as personal/worklife balance, work demands/workload, university direction, and whether the employee would choose to work at the same institution again/would recommend it for employment. The results are consistent with previous studies which have shown that education level is negatively associated with job satisfaction. The results suggest that university faculty have high aspirations, since in a number of indicators faculty working conditions appear superior to those of staff (tenure; average income; sabbatical leaves; work control; involvement and consultation in university decision-making), although junior faculty prior to tenure may experience more stress than staff. Employers undertaking employee satisfaction surveys need to take into account systematic differences in aspirations among their employees, when interpreting survey results.     

员工负性情绪对情绪劳动策略的影响

情绪劳动指的是员工在工作中按照组织的要求来调节自己的情绪感受和表达, 是服务行业普遍关注的问题。本研究基于自我调节理论(Self-Regulation Theory), 探讨了员工个体内负性情绪对情绪劳动策略的影响效应, 以及个体间水平上员工工作年限和情绪智力对该效应的跨层次调节作用。通过分析收集自210名呼叫中心员工14个工作日的追踪数据, 本研究发现员工每天的负性情绪显著抑制了深层动作; 工作年限和情绪智力显著调节了个体内负性情绪对情绪劳动策略的影响效应。数据分析结果支持了情绪劳动的研究中自我调节理论的作用, 本研究也据此讨论了理论意义和实践应用价值。     

Work Alienation as an Individual‐Difference Construct for Predicting Workplace Adjustment: A Test in Two Samples1

This study represents the first attempt to examine the validity of work alienation as a general attitude toward the work domain. As hypothesized, hierarchical regression analyses of data from 2 employee samples (n= 99 and n= 250) indicated that work alienation explained incremental variance in selected workplace adjustment variables (i. e., job involvement, affective organizational commitment, affective occupational commitment, overall job satisfaction, and volitional absence) beyond the variance accounted for by work conscientiousness (i. e., dependability and achievement orientation) and by variables used to control for sources of self‐report variance (i. e., self‐deception and negative affectivity). These results support the legitimacy of work alienation as an individual‐difference construct associated with work‐related adjustment.     

PERSONALITY AND COGNITIVE ABILITY AS PREDICTORS OF JOB SEARCH AMONG EMPLOYED MANAGERS

Research on employee job search and separation traditionally focuses on situationally specific variables. Such variables may change with particular employment situations (e.g., job tenure, salary, perceived organizational success), they may be differentially relevant to work situations over time (e.g., education), or may reflect individual reactions to particular work situations (e.g., job satisfaction). More enduring individual characteristics, particularly personality and cognitive ability, may affect job search in consistent ways across different situations, but to date we have little empirical research on those effects. The present study extends traditional job search investigations by incorporating these two enduring individual characteristics–personality and cognitive ability. The value of these two enduring individual characteristics, in predicting job search, is then tested on a sample of U.S. executives. Cognitive ability as well as the personality dimensions of Agreeableness, Neuroticism, and Openness to Experience related positively to job search. These effects remained even in the presence of an array of situational factors previously shown to affect search. The relationship between Extroversion and job search became significant and positive in the presence of situational factors, particularly job satisfaction. Implications for future research and practice are discussed.     

The Effectiveness of Different Recruitment Sources: A Mediating Variable Analysis

Previous research suggests that one or more of three mediating variables account for the relationships between recruiting sources and applicant effectiveness. This paper offers a critical test of the three mediating variables: demographic characteristics, realistic expectations, and perceived person-job fit. Using a sample of 242 newly hired marketing representatives, the study found that employees recruited through college placement offices had better initial levels of performance than did employees recruited through newspaper advertisements. While all of the proposed mediating variables were associated with some recruitment sources, none of them mediated the effects of recruitment sources on performance or turnover. This paper suggests that there may be complex contingency relationships between recruitment sources and employee performance and turnover.     

Investigating Web‐Based Recruitment Sources: Employee testimonials vs word‐of‐mouse

Although the internet has dramatically changed recruitment practices, many web‐based recruitment sources have not yet been investigated. The present study examines the effects of web‐based employee testimonials and web‐based word‐of‐mouth (i.e., ‘word‐of‐mouse’) on organizational attraction. The source credibility framework is used to compare these company‐dependent and company‐independent recruitment sources. In a sample of potential applicants for a head nurse position, word‐of‐mouse was associated with higher organizational attractiveness than web‐based employee testimonials. However, potential applicants were more attracted when testimonials provided information about individual employees than about the organization. Conversely, word‐of‐mouse was associated with higher organizational attractiveness and more organizational pursuit behavior when it focused on the organization instead of on employees. Most of these effects were mediated by credibility perceptions.     

The Relationship Between SME Job Experience and Job Analysis Ratings: Findings with and without Statistical Control

This investigation examined the relationship between SME job experience and job analysis ratings. Managerial job incumbents (N = 209) provided job analysis ratings which measured 9 task frequency and 6 skill importance components. Job experience was operationalized as both job tenure and residualized job tenure (i.e., statistically-controlled for SME characteristics correlated with job tenure). Respondents were categorized into low, medium, and high groups for each tenure measure. MANOVA results indicated that task ratings differed across residualized tenure groups, while skill ratings did not. Statistical control of the job tenure measure made a substantial difference in results. For the non-residualized tenure groups, findings were reversed: skill ratings differed across non-residualized tenure groups, while task ratings did not. The results of this research are integrated with the existing literature and implications for future research and practice are offered.     

Interactive Effects of Approach and Avoidance Job Crafting in Explaining Weekly Variations in Work Performance and Employability

Meta-analyses on job crafting reveal that while approach-oriented job crafting (e.g., increasing job resources or challenging job demands) relates positively to employee performance, avoidance-oriented job crafting (e.g., decreasing hindering job demands) has either non-significant or negative implications for employee functioning. However, the joint effects of approach and avoidance job crafting remain an underdeveloped area of research. We administered a three-week diary survey among 87 employees to test interaction effects of approach and avoidance job crafting on employee (other-referenced and past-referenced) work performance and employability. Results revealed that decreasing hindering job demands related positively to other-referenced performance when increasing social job resources was higher than employees’ average, and to past-referenced performance when increasing structural job resources was higher than employees’ average. Also, decreasing hindering job demands related negatively with employability only at lower levels of increasing challenging job demands, while the relationship was non-significant at higher levels of increasing challenging demands. These results indicate that considering job crafting strategies in tandem adds to our understanding of their role for employee functioning.     

Is job performance independent from career success? A conceptual distinction between competence and agency

Adopting a social approach to social judgment, we conducted five studies to validate a conceptual distinction between agency and competence traits. Studies 1–3 revealed that competence traits (e.g., skillful) are associated with job performance, whereas agentic traits (e.g., ambitious) are associated with career success. Study 4 showed that only agency predicted the amount of money people are likely to earn: the more a given trait was considered as agentic, the more it was associated with high monetary values. Study 5 highlighted the predominance of agency traits over competence traits in the evaluation of an employee applying for a promotion. Nevertheless, participants asserted that competence was the main criterion they used to judge the applicant. Implications of the conceptual distinction between agency and competence for social cognition are discussed.     

Symbolic significance of initials on longevity

The longevities of deceased major league baseball players who died prior to 1950 (N=3835) and whose initials formed acronyms, words, or names with "positive" or "negative" affect, as rated a priori by two judges, were compared with those for a group of neutral controls matched for birth year and career length, using the Berkeley standardized mortality tables. Players (n=11) with positive initials, e.g., A.C.E., lived a mean of 13 years longer than players (n=30) with negative initials, e.g., D.E.D., or players with neutral initials (n=864). These results corroborated a previous study and suggest positive name symbols are associated with increased longevity in this sample.     

The moderating effects of employee tenure on the relation between organizational commitment and job performance: a meta-analysis

This meta-analysis investigated the correlation between attitudinal commitment and job performance for 3,630 employees obtained from 27 independent studies across various levels of employee tenure. Controlling for employee age and other nuisance variables, the authors found that tenure had a very strong nonlinear moderating effect on the commitment-performance correlation, with correlations tending to decrease exponentially with increasing tenure. These findings do not appear to be the result of differences across studies in terms of the type of performance measure (supervisory vs. self), type of tenure (job vs. organizational), or commitment measure (Organizational Commitment Questionnaire [L. W. Porter, R. M. Steers, R. T. Mowday, & P. V. Boulian, 19741 vs. other). The implications and future research directions of these results are discussed.     

The prediction of turnover intention by means of employee engagement and demographic variables in a telecommunications organisation

This study sought to determine the prediction of turnover intention by employee engagement and demographic variables in a large South African information and communication technology (ICT) organisation. Cross-sectional survey data was collected from the organisation. Using a sample of 2276 participants the Utrecht Work Engagement Scale (UWES) was employed to measure employee engagement, while the Intention to Stay Questionnaire (ISQ) measured turnover intentions. Employee engagement was significantly negatively related with turnover intentions. A factor analysis conducted on the UWES indicated that activation accounted for 10% of the variance in turnover intentions. Age and tenure had statistically significant negative relationships with turnover intentions, whilst qualification and race had significant positive relationships with turnover intentions. The results also confirmed the predictive model of employee engagement as well as the impact of the demographic variables of race, age, tenure on turnover intentions. The study has practical implications in relation to its ability to contribute to human resources activities in the form of differentiated remuneration and retention strategies based on differences in age and tenure.     

Men,women, and money: Exploring the role of gender,gender-linkage of college major and career-information sources in salary expectations

Research focused on salary expectations consistently reports gender-based differences in expectations for entry and peak career. Although a number of variables (e.g., value placed on work-facets, fair pay standards) have been found to mediate the relationship between gender and salary expectations, little research has attempted to assess how expectations may be formed. Based on suggestions by Martin (1989) and social comparison theory, we examined the role that sources of career information (e.g., professors, family) play in shaping college students' salary expectations. Results suggest: (1) differences in entry level salary expectations were associated with gender-linkage of college major and differences in peak salary expectations were associated with gender and gender-linkage of college major, (2) women gathered more information from female sources than did men, and men gathered more information from male sources than did women, and (3) career information was not predictive of either entry or peak salary expectations.