THE EFFECT OF ETHICAL SIGNALS ON RECRUITMENT ...

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of their need for approval from others. Stage 4 is the “law and order orientation,” where individuals act in such a way as to follow the rules and obey those in higher social power. Stage 5 is the “social-contract, legalistic orientation,” whereby individuals recognize the law, but also recognize there are differential values and views on issues outside of that law that may be up for discussion. Stage 6 is described as the “universal-ethical principle orientation,” where action is taken based upon individual ethical principles that are abstract in nature, and not necessarily definitive rules or regulations (Trevino, 1986; Kohlberg & Hersh, 1977). Although most adults are at stage three or four, many researchers agree that higher levels of CMD can be achieved over time through training or education (Trevino, 1986; Kohlberg & Hersh, 1977), which is consistent with the goals of workplace and higher education courses in ethics. Organizational researchers have utilized Kohlberg’s cognitive moral development in order to examine several important research questions; results are detailed in Chapter III. Unlike much of the previous research that has focused on the antecedents of ethical behavior, the goal of the current research is to understand the consequences of ethical decisions of the organization and its representatives. One area organizational culture can be communicated is during the recruitment process (Gilmore, Stevens, Harrell-Cook, & Ferris, 1999; Highhouse, Hoffman, Greve, & Collins 2002). The next section outlines how the recruitment process can be a breeding ground for the transmission of ethical signals. 14
Recruitment Recruitment researchers have studied a wide range of predictors of important recruitment outcomes including procedural justice perceptions (Maertz, Bauer, Mosley, Posthuma, & Campion, 2004), interviewer characteristics (Carless & Imber, 2007), realistic recruitment messages (Thorsteinson, Palmer, Wulff, & Anderson, 2004), work- life balance and career salience (Carless & Wintle, 2007), recruitment message specificity (Roberson, Collins, & Oreg, 2005), flexible work arrangements (Rau & Hyland, 2002), corporate teamwork and diversity statements in recruitment brochures (Rau & Hyland, 2003), recruiting sources (Breaugh, Greising, Taggart, & Chen, 2003), preinterview beliefs (Stevens, 1997), corporate advertising (Collins & Han, 2004), and organizational reputation (Cable & Turban, 2003), as well as various other job, organization, and recruiter characteristics (Chapman, Uggerslev, Carroll, Piasentin, & Jones, 2005). The main purpose of recruitment is to identify and attract applicants (Barber, 1998) and is used by organizations as a human resource technique to attract potential employees with the needed knowledge, skills, and abilities (Allen, Van Scotter, & Otondo, 2004). Recruitment can include a wide range of activities from distributing organizational material to behaviors of the interviewer (Taylor & Bergmann, 1987). The process of choosing a job is very complex, involving numerous decisions at different stages in the recruitment process (Rynes & Barber, 1990; Gatewood, Gowan, & Lautenschlager, 1993). Examples include: which organization do I apply to? With which organization do I attend an interview? Should I go on an office visit? The 15
Page 1 and 2: THE EFFECT OF ETHICAL SIGNALS ON RE
Page 3 and 4: ABSTRACT The Effect of Ethical Sign
Page 5 and 6: ACKNOWLEDGEMENTS I would like to ac
Page 7 and 8: CHAPTER Page Method……………
Page 9 and 10: LIST OF TABLES TABLE Page 1. Study
Page 11 and 12: CHAPTER I INTRODUCTION Recruitment
Page 13 and 14: CHAPTER II LITERATURE REVIEW Ethics
Page 15 and 16: Deontology Deontology stems from th
Page 17 and 18: consequence will occur to each stak
Page 19 and 20: interpret” ethical codes (Clegg e
Page 21 and 22: enforcement) of ethical codes of co
Page 23: the practices or implementation of
Page 27 and 28: has important implications for the
Page 29 and 30: Ethical Signals Organizational prac
Page 31 and 32: (Jones & Ryan, 2001), this desire f
Page 33 and 34: (measured by Fortune 500 ratings),
Page 35 and 36: of the organization to the applican
Page 37 and 38: influence on applicant perceptions
Page 39 and 40: moral development as potential mode
Page 41 and 42: Cognitive Moral Development The nex
Page 43 and 44: and CMD. Although the majority of a
Page 45 and 46: CHAPTER IV STUDY 1 Method Participa
Page 47 and 48: Procedures Data were collected over
Page 49 and 50: I conducted a principal component a
Page 51 and 52: Table 2 Study 1 Principal Component
Page 53 and 54: original twelve) and rate them from
Page 55 and 56: Table 3 Study 1 Correlation Matrix
Page 57 and 58: Table 4 Study 1 Regression Table At
Page 59 and 60: variable (attraction to the organiz
Page 61 and 62: in Time 2. Therefore, Hypothesis 4a
Page 63 and 64: elationship was not significant at
Page 65 and 66: “There were promises made in the
Page 67 and 68: likely to be attracted to the organ
Page 69 and 70: happened during the recruitment per
Page 71 and 72: further examine certain individual
Page 73 and 74: 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
Page 79 and 80:
attractiveness (1.39). Means, stand
Page 81 and 82:
that I consider unethical.” The m
Page 83 and 84:
independent variables were dummy co
Page 85 and 86:
Table 10 Continued Attraction to th
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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
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convergent results, suggesting that
Page 101 and 102:
simply respond to pressures to beha
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embedded religious beliefs would be
Page 105 and 106:
Philosophers refer to societal norm
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“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
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Time 2 1. Given what I know now, I
Page 125 and 126:
Self-Importance of Moral Identity (
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Social Desirability (Crowne, & Marl
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Background: APPENDIX B STUDY 2 SCEN
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High Performance: OR STUDY 2 MANIPU
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Ethical: Organizational Practices M
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Ethical: Recruitment Practices Mani
Page 137 and 138:
2. ___ The recruiter acted ethicall
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