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MGTO 324 Recruitment and Selections

MGTO 324 Recruitment and Selections. Recruitment Kin Fai Ellick Wong Ph.D. Department of Management of Organizations Hong Kong University of Science & Technology. Prologue. Do you remember the key concepts of Recruitment? What is recruitment? How is it different from selection?

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MGTO 324 Recruitment and Selections

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  1. MGTO 324 Recruitment and Selections Recruitment Kin Fai Ellick Wong Ph.D. Department of Management of Organizations Hong Kong University of Science & Technology

  2. Prologue • Do you remember the key concepts of Recruitment? • What is recruitment? • How is it different from selection? • What do we want to get from recruitment? • Broad vs. Specific meaning of recruitment…

  3. Prologue • Need more memory refreshment? • Name some recruitment sources • External sources • Internal sources • Evaluation of different sources • Evaluation on cost • Evaluation on time • Evaluation on performance

  4. Prologue See also Chapter 13 (Exhibit 13.6, p. 640)

  5. Prologue • Good, after warming up, let’s move to the next STAGE

  6. Overview

  7. Stage 1: Planning Stage 2: Strategy formation Stage 3: Communicating to applicants Stage 4: Evaluation Part I: External Recruitment • External recruitment is a multiple-stage process

  8. Stage 1: Planning Stage 2: Strategy formation Stage 3: Communicating to applicants Stage 4: Evaluation Part I: External Recruitment • So, what do we need to plan?

  9. Part I: External Recruitment • Stage 1: recruitment planning • Organizational issues • In-house vs. external recruitment agency • Individual vs. cooperative recruitment alliances • Centralized vs. decentralized recruitment • Administrative issues • Requisition • Number of contacts • Types of contacts • Budget • Recruiters

  10. Stage 1: Planning Stage 2: Strategy formation Stage 3: Communicating to applicants Stage 4: Evaluation Part I: External Recruitment • Stage 2: Strategy formation

  11. Part I: External Recruitment • Stage 2: Strategy formation • Open vs. targeted recruitment • Recruitment sources • “Buy” skills  referrals, network, advertisements, employment agencies • “Develop” skills  college recruitment, mass recruitment • Person-job fit  no specific sources • Person-organization  referrals, ex-workers • Not all sources are equally useful, there are trade-offs…

  12. Part I: External Recruitment

  13. Stage 1: Planning Stage 2: Strategy formation Stage 3: Communicating to applicants Stage 4: Evaluation Part I: External Recruitment • Stage 3: Communication

  14. Part I: External Recruitment • Stage 3: Communication • To let the applicant be aware of the opening • To attract good candidates • Traditional messages • Hiding the negative attributes, exaggerating the positive attributes (隱惡揚善) • Realistic preview message • Realistic job preview, realistic cultural preview, etc. • Telling the truth by presenting both +ve and –ve attributes

  15. Part I: External Recruitment • Stage 3: Communication • Research update 1: • What determines the attractiveness of the job attributes? • People exhibit “preference reversal” when the job attribute information is presented in different ways • E.g., Bazerman, Loewenstein, & White (1992, Administrative Science Quarterly, see also Hsee et al., 1999, Psychological Bulletin) showed some interesting findings

  16. Mode type preference reversals • Job A: $600 for you; $800 for neighbor • Job B: $500 for you; $500 for neighbor

  17. Mode type preference reversals • Job A: $600 for you; $800 for neighbor • Job B: $500 for you; $500 for neighbor • Joint Evaluation Mode: • Two options are presented simultaneously • Job A is favored more than Job B

  18. Mode type preference reversals • Job A: $600 for you; $800 for neighbor • Job B: $500 for you; $500 for neighbor • Joint Evaluation Mode: • Two options are presented simultaneously • Job A is favored more than Job B • Separate Evaluation Mode • Job A and Job B are independently evaluated by two groups of people • Job B is favored more than Job A

  19. Part I: External Recruitment • Stage 3: Communication • Research update 2: • How to make the attributes more attractive? • Conventional wisdom: • Positive correlation between firm attractiveness and how familiar the firm is to the public • This wisdom is not totally (in)correct • Brook, Highhouse, Russell, & Mohr (2003, Journal of Applied Psychology) showed some interesting findings • The presentation of attribute information should be carefully selected, depending on the organization’s familiarity to applicants.

  20. Part I: External Recruitment

  21. Part I: External Recruitment

  22. Part I: External Recruitment • Stage 3: Communication • To let the applicant be aware of the opening • To attract good candidates • Traditional messages • Hiding the negative attributes, exaggerating the positive attributes (隱惡揚善) • Realistic preview message • Realistic job preview, realistic cultural preview, etc. • Telling the truth by presenting both +ve and –ve attributes

  23. Stage 1: Planning Stage 2: Strategy formation Stage 3: Communicating to applicants Stage 4: Evaluation Part I: External Recruitment • Stage 4: Evaluation

  24. Overview

  25. Part II: Internal Recruitment • Internal recruitment • It consists of a four-stage process that is similar to the external recruitment • Planning • Slightly different from External Recruitment • Strategy formation • Similar to that in External Recruitment, with the recruitment sources being different • Communicating to applicants • Very easy to understand… • Evaluation • An issue that does not matter too much in External Recruitment

  26. Part II: Internal Recruitment • Internal recruitment • It consists of a four-stage process that is similar to the external recruitment • Planning • Slightly different from External Recruitment • Strategy formation • Similar to that in External Recruitment, with the recruitment sources being different • Communicating to applicants • Very easy to understand… • Evaluation • An issue that does not matter too much in External Recruitment

  27. Part II: Internal Recruitment • Recruitment Planning • The major issue is Mobility Paths • Note, “mobility” is not equal to “promotion” • The path is not necessarily describing a promotion path • Traditional mobility paths vs. Innovative mobility paths

  28. Exhibit 6.1 Traditional Mobility Paths Nonexempt Employees Exempt Employees Technical Specialists Staff Employees Senior consulting engineer Vice president Vice president Leadperson Corporate manager Consulting engineer Division manager Manager Journeyperson Specialist Senior engineer Generalist Supervisor Apprentice Engineer Representative Helper Trainee

  29. Exhibit 6.2 Innovative Mobility Paths Parallel Tracks Lattice Tracks Vice president engineering Training manager Senior consulting engineer Division personnel manager Manager engineering Recruitment supervisor Consulting engineer Compensation supervisor Supervising engineer Recruiter Senior engineer Compensation specialist Engineer Lateral Track Production manager Project manager International sales Sales manager

  30. Part II: Internal Recruitment • Internal recruitment • It consists of a four-stage process that is similar to the external recruitment • Planning • Slightly different from External Recruitment • Strategy formation • Similar to that in External Recruitment, with the recruitment sources being different • Communicating to applicants • Very easy to understand… • Evaluation • An issue that does not matter too much in External Recruitment

  31. Part II: Internal Recruitment • Evaluation • Why it is a big issue? • The problem of justice… • We have learned the consequences of injustice in MGTO 121 • Low job commitment • High turnover • Low job satisfaction • Low OCB • See exhibit 6.8 for details about the survey collecting employees reaction or responses to internal recruitment

  32. Part II: Internal Recruitment • Evaluation • So what determines the justice perception in internal recruitment • Distributive Justice • Which we cannot change or manipulate • Procedure Justice • Reduces the negative effects of non-favorable outcome (i.e., when distributive justice is low • E.g., see Brockner & Wiesenfeld (1996, Psychological Bulletin) for a review

  33. Part II: Internal Recruitment • Evaluation

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