THE EFFECT OF ETHICAL SIGNALS ON RECRUITMENT ...

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organization faces the daunting task of keeping the applicant interested at each stage in the process. Any shortage of applicants at any stage may require the organization to modify their attraction practices (Rynes & Barber, 1990). Organizational attraction is a key variable in the literature on organizational choice (Bretz, Ash, & Dreher, 1989). Attraction is described as “people’s preferences for particular organizations…based upon an implicit estimate of the congruence of their own personal characteristics and the attributes of potential work organizations” (Schneider, Goldstein, & Smith, 1995, p. 749). Attraction may change during the recruitment process and should be examined at different stages (application, selection, job choice); (Barber, 1998). A recent meta-analysis conducted by Chapman et al. found that perceived work environment (r = .47), organization image (r = .40), and person- organization fit (r = .40) have the strongest relationships with attraction (Chapman et al., 2005). Attraction is an important part of recruitment processes (Carlson, Connerley, & Mecham, III, 2002). In order to improve attraction to the organization, organizations can engage in three general strategies (Rynes & Barber, 1990). The first is to improve recruitment practices, including organizational representatives, recruitment messages, recruitment sources, and recruitment timing. This method is generally cost-effective and low in risk (Rynes & Barber, 1990). Previous studies have found that recruiter characteristics such as personableness are related to applicant intentions to accept a job offer (Harris & Fink, 1987). Recruiter behaviors appear to be more influential than recruiter demographic variables (Chapman et al., 2005), which, as will be seen below, 16
has important implications for the current study. The second strategy that organizations can utilize to improve attraction to the organization is to improve employee inducements such as salary, benefits, and/or working conditions, which can prove more costly to the organization (Rynes & Barber, 1990). The final strategy is to target nontraditional applicants (Rynes & Barber, 1990). Researchers have called for more research in the area of applicant attraction, specifically longitudinal research measuring attraction at different stages of recruitment (Rynes & Barber, 1990). In addition, as is evidenced in the literature review above, no previous research has explicitly examined the impact of ethical signals on important recruitment outcomes, which is one goal of the current research. In the next chapter, I will describe the theoretical development and hypotheses. 17
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 and 24: the practices or implementation of
Page 25: Recruitment Recruitment researchers
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
Page 75 and 76: the organization as ethical, as wel
Page 77 and 78:
Applicant Attraction to the Organiz
Page 79 and 80:
attractiveness (1.39). Means, stand
Page 81 and 82:
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
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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
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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
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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
Page 135 and 136:
Ethical: Recruitment Practices Mani
Page 137 and 138:
2. ___ The recruiter acted ethicall
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