Organizational web sites have become a primary source of information for job seekers. To date, no research has attempted to determine which aspects of organizational web sites most influence job-seeker attraction to an organization. The current paper reports the results of two studies that examined how perceptions of organizational web site content (compensation, organizational culture, and training opportunities) and style (aesthetics and usability) influence organizational attraction. The present findings demonstrate that both the content and style of organizational web sites are important precursors of organizational attraction. These findings are discussed both in terms of their practical implications for designing effective recruitment web sites and their implications for future empirical work on organizational recruitment activities.

No abstract

Differences in the perception of sexual harassment depending on discourse medium (traditional classroom setting versus online) and gender were examined via survey with 270 undergraduate participants. It was hypothesized that (1) participants would differ in their evaluations of similar behaviors when they were described as occurring in a traditional classroom setting as opposed to an online environment, and (2) males and females would differ in their evaluations of online behaviors. Eight potentially harassing acts were examined--including sexually explicit pictures, content, jokes, misogyny, the use of nicknames, requests for company, sexual favors, and comments about dress. Misogynist comments were seen as more harassing online than in traditional settings, as well as using nicknames and comments about dress. In a traditional setting, only requests for company were seen as more harassing. In terms of gender differences, women rated online pictures and jokes as significantly more harassing than men.

The impact of leadership on group performance was investigated in the context of a semiautonomous work team environment. The relationship between group performance and team leadership, as exhibited by the designated, internal leader, was moderated by team size. Team leadership, as rated by team members, was related to the managers’ ratings of quality and overall performance for smaller teams, but not for larger teams. In addition, the managers’ ratings of team performance were not significantly correlated with ratings of team performance obtained from the team members.

No abstract