The candidate experience: Is it damaging your employer brand?

Miles, S.; McCamey, Randy

doi:10.1016/j.bushor.2018.05.007

Cited by 20 publications

(11 citation statements)

References 4 publications

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“…Because the newcomer experience is salient and impactful, human resource (HR) professionals are advised to ensure that their employer’s brand conveys an inviting sense of openness to encourage individuals to consider employment opportunities (Cascio & Graham, 2016; Miles & McCamey, 2018). Considering hazing through the established lens of the challenge–hindrance stressor framework and transactional theory of stress will offer more clarity on how hazing, as a demand faced by newcomers, may be appraised during their earliest encounters and the outcomes of these appraisals.…”

Section: Discussionmentioning

confidence: 99%

Workplace Hazing: Toward an Organizational Science of a Cryptic Group Practice

Thomas

Cimino

Meglich

2021

Group & Organization Management

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The purpose of this paper is to establish a foundation for studying and managing new employee hazing in workgroups. Available empirical evidence indicates 25–75% of American employees encounter workplace hazing, but very little empirical research exists on this phenomenon. Workers are changing jobs more frequently than ever, which increases the cumulative impact and importance of new employee experiences, including hazing, a complex group-based phenomenon. Because hazing is a relatively universal social practice without a strongly established literature in the organizational sciences, we draw from multiple disciplines in reviewing and modeling the practice. The current research offers three major contributions: (a) a relatively exhaustive review of relevant empirical and theoretical work on hazing, (b) an initial, testable model for understanding workplace hazing as a multi-level phenomenon, including individual and group-level antecedents and outcomes, and (c) an outline of the need and support for considering both the dysfunctional and functional consequences of hazing, given the variety of forms it takes and reactions it evokes. Finally, we present actionable guidance for researchers seeking to study workplace hazing and discuss the organizational implications of our work for practitioners.

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Section: Discussionmentioning

confidence: 99%

Workplace Hazing: Toward an Organizational Science of a Cryptic Group Practice

Thomas

Cimino

Meglich

2021

Group & Organization Management

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“…It is our duty to spread the knowledge and awareness of how these assessments are developed, validated, and implemented, and we cannot expect the general public to simply accept novel methods without doing our due diligence. This also presents an opportunity for organizations to manage their online reputation and to develop user trust, which are critical parts of the candidates' experience (Miles & McCamey, 2018).…”

Section: Discussionmentioning

confidence: 99%

A review of online reactions to game‐based assessment mobile applications

al-Qallawi

Raghavan

2021

Int J Selection Assessment

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This paper takes an exploratory approach to analyze reactions to game-based assessments (GBAs) by examining users' reviews of GBA mobile applications. In this study, we explore 3146 user reviews and 1253 comments from 10 GBA applications found on the two most popular mobile application distribution platforms using a natural language processing tool. Findings suggest that candidates generally perceive GBAs as novel and have varying reactions to specific game, assessment, and application elements. As this study contributes to the limited body of research available on candidates' reactions to GBA mobile applications, findings and research directions are discussed to expand our understanding of this growing area of assessment.game-based assessment, mobile applications, natural language processing, reactions Practitioner points• Game-based assessment (GBA) mobile applications are generally viewed by applicants as novel and interesting, and as a favorable method of assessment.• However, some users are hesitant to place full trust in GBA mobile applications, perceiving them as less face-valid than traditional assessment methods.• Users also react negatively to technical issues such as mobile application glitches or crashes.• Organizations seeking to use GBA mobile applications in their employee selection system should carefully design the assessment by selecting psychometrically valid and useful game elements, and should also incorporate user-tested feedback. | INTRODUCTIONEmployee selection has experienced several changes over its more than 100-year history (Ryan & Ployhart, 2014). Technology has driven this evolution in many ways and is often considered one of the biggest influences on how we recruit, select, train, and evaluate employees (Tippins, 2015). While validating and assessing employee selection systems is critical, many organizations have been increasingly concerned with the usability of employee selection procedures and applicants' engagement with the process. Applicant reactions are important to employers because of influences on the applicants' perceptions of the organization, validity, and utility of the procedures, influences on the employee selection process, and potential ethical and legal issues (Smither et al., 1993).Recently, game-based assessments (GBAs) have been promoted for use in employee selection as a potential method to improve the user experience (Chamorro-Premuzic et al., 2017). A scan of the literature reveals that research on applicant reactions to GBAs is

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“…One stream of research mainly focused on motivating internal employees to put forward and share a positive evaluation of the employer (Piehler et al , 2018, 2019; Saleem and Hawkins, 2021; Schaarschmidt and Walsh, 2020; Yoganathan et al , 2021). However, internal employees and external candidates may have different motivations and, therefore, influence employer reputation differently (Miles and McCamey, 2018). Generally, while comments from internal employees are usually one-sided and untrusted, opinions from external candidates are often taken for granted and are easy to spread (Etter et al , 2019; Stieglitz and Dang-Xuan, 2014; Wang et al , 2021).…”

Section: Discussionmentioning

confidence: 99%

Take heed of those you reject: a candidate’s view of employer reputation

Chen

Wang²,

Zhou³

et al. 2022

JPBM

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Purpose This paper aims to propose a novel candidate view of research on employer reputation. The authors examine how candidates evaluate a company’s employer reputation after failing in the job application process. Design/methodology/approach The data were mainly collected from Chinese university students. Regression analysis was used to evaluate the proposed hypotheses (n = 246). Findings The study reveals how candidates vary in their attributions of job-hunting failures and evaluations of employer reputation considering their different personalities (i.e. extraversion) and corporations’ procedural justice in the selection process. The empirical results show that rejected candidates’ trait extraversion and procedural justice in the selection process combine to influence internal attributions and thus affect their evaluations of employer reputation. Originality/value Understanding how rejected candidates evaluate employer reputation is vital to advancing employer reputation theory. This is one of the few studies to pursue this line of research. The research may also help companies develop more effective strategies to manage the candidates they reject and to maintain their employer reputations.

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The candidate experience: Is it damaging your employer brand?

Cited by 20 publications

References 4 publications

Workplace Hazing: Toward an Organizational Science of a Cryptic Group Practice

Workplace Hazing: Toward an Organizational Science of a Cryptic Group Practice

A review of online reactions to game‐based assessment mobile applications

Take heed of those you reject: a candidate’s view of employer reputation

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