Effect of Framing on Applicants' Reactions to Personnel Selection Methods

Abstract

This research demonstrates the effect of framing on applicants' reactions to two personnel selection methods: undergraduate grade point average and personnel interview scores. Presenting a selection situation framed positively (to accept applicants) caused applicants to rate both selection methods more favorably relative to presenting them with an identical selection situation framed negatively (to reject the remaining applicants). Framing affected reactions that emphasized distributive justice aspects of the selection situation and procedural justice aspects. The results are consistent with Prospect theory and with Fairness Heuristic theory. The paper offers a theoretical explanation for the effect of framing on applicants' reactions to personnel selection methods, discusses the implications of this effect, and suggests directions for future research.

Applicant Perspectives During Selection: A Review Addressing “So What?,” “What’s New?,” and “Where to Next?”

“…In response, there has also been an increasing focus on applicant reactions across countries, with dozens of studies examining similarities and differences in applicant reactions to popular methods comprising selection procedures. Although the North American context still prevails, there has been considerable growth in research in other countries, particularly within Europe (e.g., Anderson & Witvliet, 2008;Bertolino & Steiner, 2007;Hülsheger & Anderson, 2009;Konradt et al, in press;Nikolaou & Judge, 2007), the Middle East (e.g., Anderson, Ahmed, & Costa, 2012), and Asia (e.g., Gamliel & Peer, 2009;Hoang, Truxillo, Erdogan, & Bauer, 2012;Liu, Potočnik, & Anderson, 2016). In fact, since the turn of the millennium, studies have been conducted in more than 30 countries worldwide (Walsh, Tuller, Barnes-Farrell, & Matthews, 2010).…”

“…Early events (e.g., the selection process) and major events form the heuristic, which then becomes the lens through which individuals interpret organizational actions. This theory is relevant to applicant reactions, as selection is often the earliest contact with the organization, and it has been used as the foundation for research examining how selection systems are framed by applicants (Gamliel & Peer, 2009), how applicants react to perceived discrimination and job acceptance decisions (Harold, Holtz, Griepentrog, Brewer, & Marsh, 2015), and how applicants react to social networking as a selection tool (Madera, 2012). Given that fairness heuristics are related to group identity (Lind, 2001), fairness heuristic theory has also been used as the theoretical foundation for promotional candidate reactions (Ford, Truxillo, & Bauer, 2009).…”