Effect of work sample test upon self-selection and turnover of job applicants.

Farr, James L.; O'Leary, Brian S.; Bartlett, C. J.

doi:10.1037/h0035657

Cited by 50 publications

(26 citation statements)

References 5 publications

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“…Research in the psychology literature mostly during the 1970s suggested that more information, positive as well as negative, prior to the start of an employment relationship is associated with lower turnover (Gannon 1971;Farr, O'Leary and Bartlett 1973;Ilgen and Seely 1974;Wanous 1973Wanous , 1975Mencken and Winfield 1998). More recent empirical work by labor economists has generally supported the hypothesis that informal recruiting methods are associated with higher productivity and longer average tenure than other methods (Reid 1972;Datcher 1983;Barron, Bishop and Hollenbeck 1983;Holzer 1987;Roper 1988;Simon and Warner 1992;van Ours and Ridder 1992;Bishop 1993;Gorter, Nijkamp and Rietveld 1996;DeVaro and Fields 2004).…”

Section: Previous Literaturementioning

confidence: 99%

Employer Recruitment Strategies and the Labor Market Outcomes of New Hires

DeVaro

2005

Economic Inquiry

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Abstract[Excerpt] The results in this paper suggest, among other things, a strong association between recruitment choices and starting wages. The theoretical framework motivating the empirical analysis is a wage-posting game in which firms make wage offers and choose recruitment strategies while recognizing a tradeoff between hiring speed and match quality. Introducing this methodological framework to the recruitment literature, I present new evidence on employers' choices of recruitment methods to answer the questions, "How do employer recruitment choices vary by firm and vacancy characteristics and the skill requirements of jobs," and "How do vacancy duration and starting wages vary with recruitment choices?"

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Section: Previous Literaturementioning

confidence: 99%

Employer Recruitment Strategies and the Labor Market Outcomes of New Hires

DeVaro

2005

Economic Inquiry

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“…When an individual's expectations are not substantially met, their propensity to withdraw increases (Porter & Steers, 1973). Empirical research however has reported no statistically significant relationship between met expectations and turnover (Dunnette, Avery, & Banas, 1973;Farr, O'Leary, & Bartlett, 1973). More importantly, no research has examined the relationship between met expectations and satisfaction.…”

Section: Relationship Between Goal Change and Endogenous Variablesmentioning

confidence: 93%

“…Two studies have examined the relationship between met expectations and turnover, but neither found a significant relationship (Dunnette et al , 1973;Farr et al , 1973). It is posited that there is a relationship in a positive direction between goal change and turnover.…”

Section: Relationship Between Goal Change and Withdrawal Behaviormentioning

confidence: 97%

The Impact of Goal Change on Prominent Perceptions and Beha viors of Emplo yees

Abelson

1983

Journal of Management

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A model exploring the hypothesized impact of goal change on employee perceptions and behaviors was examined. Aspects of goal change were found to be significantly related to satisfaction, organizational commitment, and absenteeism. Organizational commitment was found to be related to turnover, but neither satisfaction nor organizational commitment was found to have a significant relationship with absenteeism. The implications of these findings are discussed.There has been a great deal of research concerning both organizational and individual goals within work settings. Much of the organizational goal literature deals with the conceptual development of different types of goals (Etzioni, 1964;Perrow, 1961) or goal models (Barnard, 1938;Etzioni, 1964;Georgious, 1973). The literature on individual goals has primarily dealt with the effective use of goals as motivators (Locke, 1968) or the actual goal setting process (Carroll & Tosi, 1970;Latham & Yukl, 1975). Goals at all levels within work settings are continually changing however. This becomes especially apparent when considering the dynamic corporate and political environment in which we currently find ourselves. These changes may be a function of changes in organizational goals (especially goals in organizations experiencing turbulent environments) or changes in work-related goals. In either instance a necessitated change of behaviors, because of changes in goals, may have some impact on the functioning of staff within organizations.The purpose of this study is to examine the influence of goal change on individual perceptions and behavioral outcomes of individuals within organizations. A brief discussion of goal change is followed by a model which posits the relationship between goal change and prominent perceptual and behavioral variables. The findings of this research and the implications are then explored.

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“…1) reducing response bias and faking compared to self reports of attitudes, heliefs and interests (Wernimont and Campbell, 1968), 2) minimizing the disadvantages for individuals who have limited education and/or low level verbal skills, and 3) providing the examinees with more realistic expectations about the job (Pruitt, 1970;O'Leary, 1973;and Farr, O'Leary and Bartlett, 1973). The latter of these advantages is of significant interest in light of research which has shown that realistic job previews can decrease the likelihood of subsequent voluntary resignations (Ilgen and Seeley, 1974).…”

Section: )mentioning

confidence: 99%