The role of pay and market pay variability in job application decisions

Rynes, Sara L.; Schwab, Donald P.; Heneman, Herbert G.

doi:10.1016/0030-5073(83)90130-7

Cited by 125 publications

(125 citation statements)

References 17 publications

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“…and in no case did a particular source provide a mixed evaluation across the dimensions. In accordance with the findings of Rynes, et al, (1983), close attention was paid as to making the manipulation approximate realistic labor market levels.…”

Section: Measures and Proceduresmentioning

confidence: 86%

“…This method is covered in a review by Karren and Barringer (2002). Policy capturing has been effectively applied to study a variety of human resource management decisions including pay allocation decisions (Beatty, McCune, & Beatty, 1988), absenteeism (Martocchio & Judge, 1994), and job choice decisions (Rynes, et al, 1983).…”

Section: Methods and Analysismentioning

confidence: 99%

“…Mason & Belt, 1986) or has not specified the source of the information at all (i.e. Rynes, Schwab, & Heneman, 1983;Strand, Levine, & Montgomery, 1981).…”

Section: Information Source and Organizational Attractiveness Judgmentsmentioning

confidence: 99%

“…These job-related dimensions have been studied in job choice literature, and found to influence the attractiveness of the positions (i.e. Turban & Keon, 1993;Rynes et al 1983;Fisher et al, 1979;Zedeck, 1977).…”

Section: Measures and Proceduresmentioning

confidence: 99%

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Whom to Believe: Recruiting Information Source Credibility and Organizational Attractiveness

Mumford

2012

BMR

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This study uses a policy-capturing methodology to investigate how job seekers faced with conflicting recruiting information make organizational attractiveness judgments. It proposes that when considering recruiting information, the credibility of the information source, in terms of trustworthiness, expertise, integrity, and liking, will be positively related to the extent to which information from each source is used when judging the attractiveness of organizations. The results indicated that some sources are seen as more credible than others, and that this credibility is related to the use of information from that source. In addition, the dimensions of credibility most highly related to information use are different for interpersonal and institutional sources. The implications for employee recruiting research and practice are discussed.

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Section: Measures and Proceduresmentioning

confidence: 86%

Section: Methods and Analysismentioning

confidence: 99%

“…Mason & Belt, 1986) or has not specified the source of the information at all (i.e. Rynes, Schwab, & Heneman, 1983;Strand, Levine, & Montgomery, 1981).…”

Section: Information Source and Organizational Attractiveness Judgmentsmentioning

confidence: 99%

Section: Measures and Proceduresmentioning

confidence: 99%

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Whom to Believe: Recruiting Information Source Credibility and Organizational Attractiveness

Mumford

2012

BMR

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“…When asked directly about its importance as a job attribute, major surveys rank the importance of pay between second and eighth (Herzberg, Mausner, Peterson, & Capwell, 1957;Jurgensen, 1978;Lawler, 1971;Towers Perrin, 2003). However, when asked to rank groups of hypothetical jobs in which characteristics have been engineered in such a way as to enable researchers to sort out the importance of individual characteristics, pay appears to be substantially more important (Barber, 1998;Rynes, Schwab, & Heneman, 1983;Schwab, 1982). According to Rynes, Gerhart, and Minette (2004) "… pay level is likely to be quite important both in attracting employees (Rynes et al, 1983) and in retaining them (Delery, Gupta, Shaw, Jenkins, & Ganster, 2000;Guthrie, 2000)" (p. 388-389).…”

Section: Military Background and Literature Reviewmentioning

confidence: 99%

A sequential equilibrium for the army's targeted selective reenlistment bonus program

Carrell

West

2007

Human Resource Management

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Wecompute a sequential equilibrium for the U.S.Army'sTargeted Selective Reenlistment Bonus Program in whichtheArmy offers a bonus, soldiers with a low cost of serving in an undesirable location accept the bonus and are sent to an undesirable location, and soldiers with a high cost of serving in an undesirable location reenlist but decline the bonus.Wefind that this program benefits both theArmy and soldiers, increases retention, increases the number of soldierswho serve in an undesirable location, and better matches soldiers to assignments.We discuss implications of our model on human resource management practices for theArmy in its administration of the bonus program and its application to other large organizations that set wages through a rules‐based mechanism. © 2007 Wiley Periodicals, Inc.

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Effects of attribute set size and pay ambiguity on reactions to ‘help wanted’ advertisements

Yüce¹,

Highhouse

1998

J. Organiz. Behav.

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Findings in multiattribute decision research were used as a basis for predicting the eects of help-wanted advertisement characteristics on vacancy attractiveness. In the ®rst experiment, undergraduate students were presented with entry-level service job advertisements diering in attribute set size, attribute relevance, and pay ambiguity. Results revealed strong evidence for a set-size eect, with ads containing more (relevant or irrelevant) attributes increasing the attractiveness of the vacancies being advertised. Pay ambiguity decreased the attractiveness of vacancies with ads containing a small set of attributes. A second experiment presented students with the same advertisements, except that the small-set ads were physically enlarged to equal the size of the large-set ads. Results replicated the (large) set-size eect only for relevant-attribute ads. Also, pay ambiguity increased the attractiveness of vacancies promoted by ads containing a larger amount of relevant attributes. We conclude that merely adding relevant attribute information to help-wanted advertisements can lead to the inference that the jobs promoted in the ads are more attractive. Moreover, we tentatively suggest that pay ambiguity can lead to pessimistic inferences about pay for ads containing less information, and optimistic inferences about pay for ads containing more information. # 1998 John Wiley & Sons, Ltd.

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The role of pay and market pay variability in job application decisions

Cited by 125 publications

References 17 publications

Whom to Believe: Recruiting Information Source Credibility and Organizational Attractiveness

Whom to Believe: Recruiting Information Source Credibility and Organizational Attractiveness

A sequential equilibrium for the army's targeted selective reenlistment bonus program

Effects of attribute set size and pay ambiguity on reactions to ‘help wanted’ advertisements

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