THE EFFECT OF ETHICAL SIGNALS ON RECRUITMENT ...

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EDUCATI<strong>ON</strong> VITA Sandra Wolverton DeGrassi 420 Wehner Building, 4221 TAMU College Station, TX 77843 swdegrassi@yahoo.com Texas A&M University, College Station, TX Ph.D., August 2009 Major: Human Resource Management/Organizational Behavior The University of Texas at Austin, Austin, TX Bachelor of Business Administration with Honors, May 2002 Major: Finance, Minor: Management Study abroad in Bath, England RESEARCH INTERESTS 128 Recruitment and Selection; Ethics; Individual differences; Mood and affectivity; Teams REFEREED PUBLICATI<strong>ON</strong>S Barrick, M. R., Shaffer, J. A., & DeGrassi, S. W. (in press). What you see may not be what you get: Relationships among self-presentation tactics and ratings of interview and job performance. Journal of Applied Psychology. BOOK CHAPTERS Ellis, A. P. J., Porter, C. O. L. H., & Wolverton, S. A. (2008). Learning to work together: Development and maintenance of transactive memory systems in team contexts. In V. I. Sessa & M. London (Eds.), Continuous learning in organizations: Individual, group, and organizational perspectives. New York: Lawrence Erlbaum. [Wolverton is my maiden name] BUSINESS EXPERIENCE ExxonMobil, Houston, TX (2002-2005) • Revenue Accountant for oil and gas production and revenue totaling over $5 million
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THE EFFECT OF ETHICAL SIGNALS ON RE
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ABSTRACT The Effect of Ethical Sign
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ACKNOWLEDGEMENTS I would like to ac
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CHAPTER Page Method……………
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LIST OF TABLES TABLE Page 1. Study
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CHAPTER I INTRODUCTION Recruitment
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CHAPTER II LITERATURE REVIEW Ethics
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Deontology Deontology stems from th
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consequence will occur to each stak
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interpret” ethical codes (Clegg e
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enforcement) of ethical codes of co
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the practices or implementation of
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Recruitment Recruitment researchers
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has important implications for the
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Ethical Signals Organizational prac
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(Jones & Ryan, 2001), this desire f
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(measured by Fortune 500 ratings),
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of the organization to the applican
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influence on applicant perceptions
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moral development as potential mode
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Cognitive Moral Development The nex
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and CMD. Although the majority of a
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CHAPTER IV STUDY 1 Method Participa
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Procedures Data were collected over
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I conducted a principal component a
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Table 2 Study 1 Principal Component
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original twelve) and rate them from
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Table 3 Study 1 Correlation Matrix
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Table 4 Study 1 Regression Table At
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variable (attraction to the organiz
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in Time 2. Therefore, Hypothesis 4a
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elationship was not significant at
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“There were promises made in the
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likely to be attracted to the organ
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happened during the recruitment per
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further examine certain individual
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Table 7 Study 2 Key and Mean Attrac
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the organization as ethical, as wel
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Applicant Attraction to the Organiz
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attractiveness (1.39). Means, stand
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that I consider unethical.” The m
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independent variables were dummy co
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Table 10 Continued Attraction to th
Page 87 and 88: Attraction 9 8 7 6 5 4 3 2 1 0 RP x
Page 89 and 90: Attraction Attraction 7 6 5 4 3 2 1
Page 91 and 92: ecruitment process. These ethical s
Page 93 and 94: Although not all the hypotheses wer
Page 95 and 96: subsequent results) were not on a c
Page 97 and 98: CHAPTER VI GENERAL DISCUSSION AND S
Page 99 and 100: convergent results, suggesting that
Page 101 and 102: simply respond to pressures to beha
Page 103 and 104: embedded religious beliefs would be
Page 105 and 106: Philosophers refer to societal norm
Page 107 and 108: “desire for moral approval from o
Page 109 and 110: In T. L. Beauchamp & N. E. Bowie (E
Page 111 and 112: 101 Chapman, D. S., Uggerslev, K. L
Page 113 and 114: Hannon, J. M., & Milkovich, G. T. (
Page 115 and 116: Laczniak, G. R., & Murphy, P. E. (1
Page 117 and 118: Reynolds, S. J., & Ceranic, T. L. (
Page 119 and 120: true? Using realism to enhance appl
Page 121 and 122: Applicant attraction to the organiz
Page 123 and 124: Time 2 1. Given what I know now, I
Page 125 and 126: Self-Importance of Moral Identity (
Page 127 and 128: Social Desirability (Crowne, & Marl
Page 129 and 130: Background: APPENDIX B STUDY 2 SCEN
Page 131 and 132: High Performance: OR STUDY 2 MANIPU
Page 133 and 134: Ethical: Organizational Practices M
Page 135 and 136: Ethical: Recruitment Practices Mani
Page 137: 2. ___ The recruiter acted ethicall
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