1. MGTO 324 Recruitment and Selections
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. Part I: External Recruitment
External recruitment is a multiple-stage process
Stage 1: Planning
Stage 2: Strategy formation
Stage 3: Communicating to applicants
Stage 4: Evaluation

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

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

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

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

24. Overview

25. Part II: 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
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
Leadperson
Vice president
Senior consulting
engineer
Vice president
Journeyperson
Manager
Consulting engineer
Corporate
manager
Division
manager
Apprentice
Supervisor
Senior engineer
Specialist
Generalist
Helper
Representative
Engineer
Trainee

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

30. Part II: 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