The Strength of Many Kinds of Ties: Unpacking the Role of Social Contacts Across Stages of the Job Search Process

Abstract

The topic of job mobility has received increasing attention in recent years. Yet, surprising in light of the wealth of research on social networks and job attainment, we do not have a unified model of the impact of different kinds of social contacts on job search success. In this paper I show that contacts are differently beneficial for job seekers depending on the stage of the job search process that job seekers are engaged in. Specifically, three stages of the job search process can be distinguished in which social contacts fulfill different roles for the job seekers: deciding the types of jobs for which to apply, submitting job applications, and preparing for interviews. I propose that contacts who are spread across different occupations are conducive to applying to more types of jobs, yet it is contacts who are more focused across occupations that are beneficial for being invited to more interviews—relative to the number of job types applied for—and for converting the interviews into offers. In addition, contacts with lower relationship depth with the job seeker are more helpful for getting invited to interviews, whereas contacts who have more frequent interactions with the job seeker are more helpful for converting interviews into offers. Analyses using a unique longitudinal data set on the job searches of 226 participants in an MBA program offer robust evidence in support of the hypotheses. The results suggest that external mobility is best enabled when job seekers engage with—and learn from—different kinds of contacts across stages of the job search process.

The gender gap in job authority: Do social network resources matter?

“…In the social networks literature, there is continued debate about which types of networks and contacts are (most) beneficial for career outcomes (e.g. Barbulescu, 2015). Some highlight the significance of weak ties (e.g.…”

“…Networks may improve the odds of finding and obtaining desirable positions because contacts can provide information and advice about job opportunities, what positions to apply for, job requirements or application procedures. Also, contacts can exert influence on hiring processes by supporting or vouching for candidates, or by means of referrals (Barbulescu, 2015; Castilla, 2005; Lin et al, 1981; McDonald, 2011; McDonald et al, 2009; Yakubovich, 2005).…”

“…Secondly, the question of which types of networks, contacts and network resources improve career outcomes remains subject to lively debate in the social networks literature (e.g. Barbulescu, 2015; Kim and Fernandez, 2017). Against this backdrop, our study explores which features of networks and contacts are related to gender differences in job authority.…”

Citizen perceptions of procedural fairness and the moderating roles of ‘belief in a just world’ and ‘public service motivation’ in public hiring

“…As mentioned, the average citizen may be unlikely to give much conscious thought to the procedural fairness of selection and hiring in the public sector—and the average citizen is not cognizant of whether a particular real‐life hiring process was influenced by advocacy from an applicant's social contact. Yet many citizens are likely to be aware that social connections frequently play a role in selection and hiring in both the private and public domains (Granovetter ; Barbulescu ). At the same time, the notions that public sector hiring and selection processes are guided by applicant qualifications and competencies, as well as procedural fairness and equal opportunity, are not only cornerstones of public employment systems, but enhance the legitimacy of public organizations in democratic societies.…”

Information Seeking Behaviour in Recruiting: Examining the Background and Motivation of Job-Seeking Employees in their Search for Job Content and Job Context Information

“…Researchers in the recruitment field suggest that to have a better recruitment outcome, the organisation must achieve several specific components of recruitment (Sangeetha, 2010). Providing useful information for a potential new employee is one of these important components for achieving a better outcome for recruitment practices (Mukoyama et al, 2014;Barbulescu ,2015;Breaugh, 2008). This process allows the new employee to utilise this useful information to suit their current needs or motivations.…”