Research on Employee Recruitment: So Many Studies, So Many Remaining Questions

By J. Breaugh, M. Starke. 2000

849 citations recorded by the source corpus.

Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/ca1fad319b6e621402f05605b3850085ea6139b5

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In Clinical Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

MECHANISMS LINKING REALISTIC JOB PREVIEWS WITH TURNOVER: A META‐ANALYTIC PATH ANALYSIS (2011, background): “In addition to identifying potential moderators, five primary mediating mechanisms (met expectations, role clarity, perceptions of honesty, self-selection, and perceptions of fit that influence attraction to the organization) have been proposed to explain how and why RJPs influence turnover (Breaugh”
An Investigation into the Effects of Work–Family Conflict and Job Satisfaction on Salesperson Deviance (2010, background): “Research shows that organizations that enforce realistic job previews in the recruitment process tend to filter out incongruent employees whose incongruence may lead to antinormative behaviors in the future (for a review of these and related issues, see Breaugh and Starke 2000).”
Hiring for retention and performance (2009, background): “In addition, there is evidence that current employees are likely to refer more capable applicants (Breaugh & Starke, 2000; Rynes, 1991).”
Person-job fit versus person-organization fit as predictors of organizational attraction and job acceptance intentions : A longitudinal study (2005, background): “…to the literature on realistic job previews (RJP; Wanous, 1977, 1980, 1992), accurate and realistic job information enables applicants to assess the degree of congruence between their KSA and the job requirements (i.e. PJ fit; Breaugh, 1992; Breaugh & Starke, 2000; Wanous, 1977, 1980, 1992).”
Knowledge-based human resource management practices, intellectual capital and innovation (2017, background): “…and activities carried out by the organization with the primary purpose of identifying and attracting potential employees’ (i.e. human capital; Breaugh & Starke, 2000, p. 45), while selection refers to ‘the task of predicting which applicant will be the most successful in meeting the…”
The Effects Of Recruitment Message Specificity On Applicant Attraction To Organizations (2005, background): “Although these findings move us toward a better understanding of the early stage of recruitment, previous research has often lacked a theoretical grounding to explain how recruitment practices affect applicant perceptions (Breaugh & Starke, 2000; Rynes, 1991).”
The Instrumental-Symbolic Framework: Organisational Image and Attractiveness of Potential Applicants and their Companions at a Job Fair (2011, neutral): “…investigated a host of factors that might determine job seekers " organizational attractiveness perceptions (for excellent reviews, see Barber, 1998; Breaugh & Starke, 2000; Cable & Turban, 2001; Highhouse & Hoffman, 2001; Ployhart, 2006; Rynes & Cable, 2003; Saks, 2005; Taylor & Collins, 2000).”
Attracting Generation Y graduates: Organisational attributes, likelihood to apply and sex differences (2007, background): “As extant research on applicant attraction is criticised for its atheoretical nature, we answer calls for research at various recruitment stages and the development of new models (Turban and Dougherty, 1992; Wanous and Colella, 1989) and theory-based approaches to recruitment (Breaugh and Starke, 20”
Social Influences on Organizational Attractiveness: Investigating If and When Word of Mouth Matters (2007, background): “recruitment process, Breaugh and Starke (2000) posit that credibility is an intervening”
New Teachers' Experiences of Hiring: Late, Rushed, and Information-Poor (2006, background): “…provide job applicants with accurate descriptions of the job—descriptions that include both positive and negative aspects of the job (Breaugh, 1983; Breaugh & Starke, 2000; Dugoni & Ilgen, 1981; Meglino, Ravlin, & DeNisi, 2000; Phillips, 1998; Premack & Wanous, 1985; Wanous, 1980; Wanous &…”
Is This How I Will Be Treated? Reducing Uncertainty through Recruitment Interactions (2013, methodology): “…simultaneously answered calls to use multiple theories when explaining justice phenomena (Colquitt et al., 2012) and provide a stronger theoretical grounding for how and why recruitment activities influence job seekers’ organizational perceptions (Breaugh & Starke, 2000; Ehrhart & Ziegert, 2005).”
Why Are Individuals Attracted to Organizations? (2005, background): “Although several reviews have focused on recruitment (e.g., Breaugh & Starke, 2000; Rynes, 1991; Rynes & Cable, 2003) and thus indirectly on attraction, these have tended to be from the organization’s perspective and have concentrated on activities such as recruitment sources, realistic job…”