Applicant Reactions to Selection Procedures

Smither, James W.; Reilly, Richard R.; Millsap, Roger E.; T, Kenneth Pearlman At; Stoffey, Ronald W.

doi:10.1111/j.1744-6570.1993.tb00867.x

Cited by 406 publications

(392 citation statements)

References 37 publications

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“…Furthermore, it was found that new managers' cognitive abilities were correlated positively with their perceptions of the job-relatedness of selection procedures [32]. This observation suggests that recruitment self-report instruments ought to be combined with some type of interview procedure.…”

Section: Limitationsmentioning

confidence: 97%

Effect of Age upon Leadership Attributes from Recruitment Instrument: a Selective Developmental Trajectory

Archer¹,

Jansson²,

Olsen³

2015

Clin Exp Psychol

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This exploratory report presents the contents of a large data-base consisting of psychometric measurement of personality-related attributes of individuals who underwent the recruitment process by completing the JobMatchTalent instrument that was developed from principles of occupational psychology. On the basis of individuals', who applied for corporate or governmental leadership positions, responses, the correlations between applicants' age and personal attributes was obtained. Correlational and regression analyses were used to explore differences between younger and older potential executive participants. These indicated that younger leadership applicants enjoyed an advantage with regard to: "Focus-on-details", "Focus-on-order", "Own motivation", "Concentration", "Will-power", "Winner-instinct", "Visions-for-the-future", whereas older leadership applicants enjoyed an advantage with regard to: "Sphere-of-influence", "Tolerant attitude" and "Trust-in-others". The levels of stress-sensitivity, strategic focus, energy and communication, as expressed by younger and older recruitment applicants seeking executive positions, were comparable. At higher age levels, the leadership candidates expressed less focus on the tasks and less orientation towards their own ambitions but were rather more concerned with developing their staff, building relations and 'team-spirit'.

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Section: Limitationsmentioning

confidence: 97%

Effect of Age upon Leadership Attributes from Recruitment Instrument: a Selective Developmental Trajectory

Archer¹,

Jansson²,

Olsen³

2015

Clin Exp Psychol

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“…Once the distributive justice of the organization is questioned, applicants may feel as though their time and effort were wasted, and become angry at the organization. Smither, Reilly, Millsap, Pearlman, and Stoffey (1993) found that when potential applicants perceived a selection decision as unfair they were more likely to pursue legal action compared to applicants who perceived the selection decision as fair.…”

Section: Nepotism and Organizational Justicementioning

confidence: 98%

Bringing Along the Family: Nepotism in the Workplace

Muhammad¹

2012

PsycEXTRA Dataset

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The current study advances an organizational justice theory to the concept of workplace nepotism. I examined if an individual's perception of nepotism can be influenced by their cultural self-construal and how the different components of organizational justice (distributive, procedural, interactional and informational) provide the psychological mechanism through which they base their judgments of fairness. A 2 (organizational selection: merit, nepotism) X 2 (competence: high, low), X 2 (in-group, out-group) experimental design was be utilized to test this theory.Participants read a randomized vignette, which varied the level of the six important factors. They then completed dependent variables (fairness evaluations and organizational reactions) about each scenario. This study represents the first empirical investigation of nepotism through the lens of individual's cultural self-construal and organizational justice. BRINGING ALONG THE FAMILY: NEPOTISM IN THE WORKPLACE

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“…Adverse reactions to the selection process can reduce the attractiveness of the organization to the applicant (Hausknecht, Day, & Thomas, 2004). Furthermore, applicants who react negatively to the selection process might dissuade others from applying (Smither et al, 1993). Web-based recruitment has become increasingly popular (Lievens, van Dam & Anderson, 2002) because it reduces recruiting costs (Buckley, Minette, Joy, & Michaels, 2004) at the same time that it increases the volume of qualified applicants (Chapman & Webster, 2003).…”

Section: Strategies For Recruiting and Retaining Employeesmentioning

confidence: 99%

National Security Personnel System (NSPS) 2008 Evaluation Report

VA¹

2009

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Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to a penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number. REPORT DATE MAY 20092. REPORT TYPE 5e. TASK NUMBER 5f. WORK UNIT NUMBER PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES)SRA International, Inc.,3434 Washington Boulevard,Arlington,VA,22201 PERFORMING ORGANIZATION REPORT NUMBER 9. SPONSORING/MONITORING AGENCY NAME(S) AND ADDRESS(ES)Program Executive Office, National Security Personnel System, 1401 Wilson Boulevard, Suite 500, Arlington, VA, 22209 SPONSOR/MONITOR'S ACRONYM(S) PEO NSPS SPONSOR/MONITOR'S REPORT NUMBER(S) DISTRIBUTION/AVAILABILITY STATEMENTApproved for public release; distribution unlimited SUPPLEMENTARY NOTES With disestablishment of PEO NSPS, sponsorship shifts to Defense Civilian Personnel Advisory Service, Office of the Under Secretary of Defense (Personnel and Readiness) ABSTRACTThe report is a multi-year analysis of the status and maturation of the National Security Personnel System (NSPS) since its implementation in April 2006 for the Department of Defense civilian workforce. It analyzes DoD Component and organization business practices and policies for compensation and performance under NSPS, workforce characteristics, quality of performance plans and assessments, performance system outcomes, employee performance and pay changes over time, and attitudes of supervisors and employees toward the system. The report addresses the extent to which NSPS as implemented was meeting system objectives, assesses effects of program changes and lessons learned, and identifies issues that warranted attention and possible system adjustment. The analysis is based on NSPS personnel and performance plan data; DoD opinion surveys; sensing sessions with employees, supervisors, pay pool managers and members at representative organizations; interviews with NSPS implementation program managers and senior leaders; review of workforce communications and training products, and implementation guidelines. SUBJECT TERMSNational Security Personnel System, NSPS, Evaluation, Civilian Personnel, Human Resources, Management, Motivation, Pay for Performance This page intentionally left blank. This page intentionally left blank. NSPS Spiral 1 Evaluation Report NSPS Spiral 1 Evaluation Report List of Figures and Tables List of Tables NSPS Spiral 1 Evaluation Report E...

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Applicant Reactions to Selection Procedures

Cited by 406 publications

References 37 publications

Effect of Age upon Leadership Attributes from Recruitment Instrument: a Selective Developmental Trajectory

Effect of Age upon Leadership Attributes from Recruitment Instrument: a Selective Developmental Trajectory

Bringing Along the Family: Nepotism in the Workplace

National Security Personnel System (NSPS) 2008 Evaluation Report

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