MGTO 324 Recruitment and Selections

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MGTO 324 Recruitment and Selections

• Recruitment
• Kin Fai Ellick Wong Ph.D.
• Department of Management of Organizations
• Hong Kong University of Science Technology

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Prologue

• Do you remember the key concepts of Recruitment?
• What is recruitment?
• How is it different from selection?
• What do we want to get from recruitment?
• Broad vs. Specific meaning of recruitment

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Prologue

• Need more memory refreshment?
• Name some recruitment sources
• External sources
• Internal sources
• Evaluation of different sources
• Evaluation on cost
• Evaluation on time
• Evaluation on performance

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Prologue
See also Chapter 13 (Exhibit 13.6, p. 640)
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Prologue

• Good, after warming up, lets move to the next
  STAGE

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Overview
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Part I External Recruitment

• External recruitment is a multiple-stage process

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Part I External Recruitment

• So, what do we need to plan?

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Part I External Recruitment

• Stage 1 recruitment planning
• Organizational issues
• In-house vs. external recruitment agency
• Individual vs. cooperative recruitment alliances
• Centralized vs. decentralized recruitment
• Administrative issues
• Requisition
• Number of contacts
• Types of contacts
• Budget
• Recruiters

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Part I External Recruitment

• Stage 2 Strategy formation

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Part I External Recruitment

• Stage 2 Strategy formation
• Open vs. targeted recruitment
• Recruitment sources
• Buy skills ? referrals, network,
  advertisements, employment agencies
• Develop skills ? college recruitment, mass
  recruitment
• Person-job fit ? no specific sources
• Person-organization ? referrals, ex-workers
• Not all sources are equally useful, there are
  trade-offs

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Part I External Recruitment
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Part I External Recruitment

• Stage 3 Communication

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Part I External Recruitment

• Stage 3 Communication
• To let the applicant be aware of the opening
• To attract good candidates
• Traditional messages
• Hiding the negative attributes, exaggerating the
  positive attributes (????)
• Realistic preview message
• Realistic job preview, realistic cultural
  preview, etc.
• Telling the truth by presenting both ve and ve
  attributes

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Part I External Recruitment

• Stage 3 Communication
• Research update 1
• What determines the attractiveness of the job
  attributes?
• People exhibit preference reversal when the job
  attribute information is presented in different
  ways
• E.g., Bazerman, Loewenstein, White (1992,
  Administrative Science Quarterly, see also Hsee
  et al., 1999, Psychological Bulletin) showed some
  interesting findings

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Mode type preference reversals

• Job A 600 for you 800 for neighbor
• Job B 500 for you 500 for neighbor

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Mode type preference reversals

• Job A 600 for you 800 for neighbor
• Job B 500 for you 500 for neighbor
• Joint Evaluation Mode
• Two options are presented simultaneously
• Job A is favored more than Job B

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Mode type preference reversals

• Job A 600 for you 800 for neighbor
• Job B 500 for you 500 for neighbor
• Joint Evaluation Mode
• Two options are presented simultaneously
• Job A is favored more than Job B
• Separate Evaluation Mode
• Job A and Job B are independently evaluated by
  two groups of people
• Job B is favored more than Job A

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Part I External Recruitment

• Stage 3 Communication
• Research update 2
• How to make the attributes more attractive?
• Conventional wisdom
• Positive correlation between firm attractiveness
  and how familiar the firm is to the public
• This wisdom is not totally (in)correct
• Brook, Highhouse, Russell, Mohr (2003, Journal
  of Applied Psychology) showed some interesting
  findings
• The presentation of attribute information should
  be carefully selected, depending on the
  organizations familiarity to applicants.

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Part I External Recruitment
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Part I External Recruitment
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Part I External Recruitment

• Stage 3 Communication
• To let the applicant be aware of the opening
• To attract good candidates
• Traditional messages
• Hiding the negative attributes, exaggerating the
  positive attributes (????)
• Realistic preview message
• Realistic job preview, realistic cultural
  preview, etc.
• Telling the truth by presenting both ve and ve
  attributes

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Part I External Recruitment

• Stage 4 Evaluation

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Overview
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Part II Internal Recruitment

• Internal recruitment
• It consists of a four-stage process that is
  similar to the external recruitment
• Planning
• Slightly different from External Recruitment
• Strategy formation
• Similar to that in External Recruitment, with the
  recruitment sources being different
• Communicating to applicants
• Very easy to understand
• Evaluation
• An issue that does not matter too much in
  External Recruitment

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Part II Internal Recruitment

• Internal recruitment
• It consists of a four-stage process that is
  similar to the external recruitment
• Planning
• Slightly different from External Recruitment
• Strategy formation
• Similar to that in External Recruitment, with the
  recruitment sources being different
• Communicating to applicants
• Very easy to understand
• Evaluation
• An issue that does not matter too much in
  External Recruitment

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Part II Internal Recruitment

• Recruitment Planning
• The major issue is Mobility Paths
• Note, mobility is not equal to promotion
• The path is not necessarily describing a
  promotion path
• Traditional mobility paths vs. Innovative
  mobility paths

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Exhibit 6.1 Traditional Mobility Paths
Nonexempt Employees
Exempt Employees
Technical Specialists
Staff Employees
Senior consulting engineer
Vice president
Leadperson
Vice president
Corporate manager
Consulting engineer
Division manager
Journeyperson
Manager
Specialist
Senior engineer
Generalist
Apprentice
Supervisor
Engineer
Helper
Representative
Trainee
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Exhibit 6.2 Innovative Mobility Paths
Parallel Tracks
Lattice Tracks
Vice president engineering
Senior consulting engineer
Training manager
Division personnel manager
Manager engineering
Recruitment supervisor
Consulting engineer
Compensation supervisor
Supervising engineer
Recruiter
Senior engineer
Compensation specialist
Engineer
Lateral Track
Production manager
Project manager
International sales
Sales manager
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Part II Internal Recruitment

• Internal recruitment
• It consists of a four-stage process that is
  similar to the external recruitment
• Planning
• Slightly different from External Recruitment
• Strategy formation
• Similar to that in External Recruitment, with the
  recruitment sources being different
• Communicating to applicants
• Very easy to understand
• Evaluation
• An issue that does not matter too much in
  External Recruitment

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Part II Internal Recruitment

• Evaluation
• Why it is a big issue?
• The problem of justice
• We have learned the consequences of injustice in
  MGTO 121
• Low job commitment
• High turnover
• Low job satisfaction
• Low OCB
• See exhibit 6.8 for details about the survey
  collecting employees reaction or responses to
  internal recruitment

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Part II Internal Recruitment

• Evaluation
• So what determines the justice perception in
  internal recruitment
• Distributive Justice
• Which we cannot change or manipulate
• Procedure Justice
• Reduces the negative effects of non-favorable
  outcome (i.e., when distributive justice is low
• E.g., see Brockner Wiesenfeld (1996,
  Psychological Bulletin) for a review

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Part II Internal Recruitment

• Evaluation