Several researchers have suggested that a talented, quality workforce will become a more important source of competitive advantage for firms in the future. Drawing on social identity theory and signaling theory, the authors hypothesize that firms can use their corporate social performance (CSP) activities to attract job applicants. Specifically, signaling theory suggests that a firm’s CSP sends signals to prospective job applicants about what it would be like to work for a firm. Social identity theory suggests that job applicants have higher self-images whenworking for socially responsive firms over their less responsive counterparts. The authors conducted an experiment in which they manipulated CSP and found that prospective job applicants are more likely to pursue jobs from socially responsible firms than from firms with poor social performance reputations. The implications of these findings for academicians and practitioners alike are discussed.

Corporate Social Performance As a Competitive Advantage in Attracting a Quality Workforce

https://cws.journals.yorku.ca/index.php/cws/article/download/14795/13847

Men and Women of the Corporation

INTRODUCTION ......... 238 The Need jor Understanding Hwnan Resource Management (HRM) in Context ... 238 Theoretical Perspectives Relevant to Understanding HRM in Context 238 REVIEW OF EMPIRICAL RESEARCH 244 HRM and the Internal Contexts of Organizations .... . . . . . . . . . . . . . . . . . . . . 244 HRM and the External Contexts oj Organizations 248 AN INTEGRATIVE PERSPECTIVE FOR RESEARCH ON HRM IN CONTEXT . . . . . . . . . . . . . . 253 Theory-Driven Research 255 Methodological Issues 256

Understanding human resource management in the context of organizations and their environments

A justice model of applicants' reactions to employment-selection systems is proposed as a basis for organizing previous findings and guiding future research. Organizational justice literature is briefly reviewed, and key findings are used to provide a framework for the proposed model and to support hypotheses. The procedural justice of selection systems is examined in terms of 10 procedural rules, wherein the satisfaction and violation of these rules provide the basis for fairness reactions. Distributive justice of hiring decisions is examined with respect to equity, equality, and needs. The model also includes the interaction of procedural and distributive justice and the relationship of fairness reactions to individual and organizational outcomes.

https://www.jstor.org/stable/pdfplus/258595.pdf

The Perceived Fairness of Selection Systems: An Organizational Justice Perspective

Schneider's (1987) attraction-selection-attrition model and Pfeffer's (1983) organization demography model were used to generate individual-level and group-level hypotheses relating interpersonal context to recruitment, promotion, and turnover patterns. Interpersonal context was operationalized as personal dissimilarity and group heterogeneity with respect to age, tenure, education level, curriculum, alma mater, military service, and career experiences. For 93 top management teams in bank holding companies examined over a 4-yr period, turnover rate was predicted by group heterogeneity. For individuals, turnover was predicted by dissimilarity to other group members, but promotion was not. Team heterogeneity was a relatively strong predictor of team turnover rates. Furthermore, reliance on internal recruitment predicted subsequent team homogeneity.

Some differences make a difference: Individual dissimilarity and group heterogeneity as correlates of recruitment, promotions, and turnover.

Labor shortages, which are predicted to last into the next century, are expected to increase the importance of applicant attraction for organizations. Unfortunately, previous research has provided little unified theory or operational guidance for organizations that are confronted with such difficulties. In part, this is because much research has been framed from the applicant's, rather than the organization's, perspective. In addition, attraction-related theories and research are scattered across a variety of literatures, and often are identified with other topics (e.g., wage, motivation, or discrimination theories). Drawing on multiple literatures, this article develops a model of applicant attraction from the organization's perspective, which (a) outlines three strategies for enhancing applicant attraction, (b) proposes categories of contingency factors that are expected to affect the choice (and potential effectiveness) of alternative strategies, (c) suggests probable interrelationships among the strat...

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Applicant Attraction Strategies: An Organizational Perspective

This study investigated the influence of 1,076 state employees' career stage, family characteristics, job tenure and specialization, and perceptions of job favorability, movement, and career development opportunities on willingness to accept upward, lateral, and downward mobility opportunities. Results indicated that employees in early career stages with little community tenure who perceived a lack of congruence between their current jobs and their "ideal" jobs and expressed little desire to remain in their current jobs were more willing to accept mobility opportunities. Few differences were noted in regression models across different mobility opportunities. Implications for future research regarding employee mobility are discussed.

Alison E. Barber

Papers

Applicant Attraction Strategies: An Organizational Perspective

An investigation of the factors influencing employees' willingness to accept mobility opportunities

Research on the Employment Interview: Usefulness for practice and recommendations for future research