THE EFFECT OF ETHICAL SIGNALS ON RECRUITMENT ...

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an individual and organization may ultimately be a determinant in employee attrition. Some research has already been conducted in this area. For example, Pierce and Snyder (2007) found that ethical fit was related to length of tenure. Attrition can be very costly for firms, however, the current research focuses primarily on the early stages of the employee-employer relationship by examining ethical organizational and recruitment practices in order to understand the influence these ethical practices have on applicants (even before attrition becomes an issue). Testing of a three-way interaction found high SIMI individuals are positively affected by ethical organizational practices while low SIMI individuals are negatively affected by ethical organizational practices in a low performing environment. Similar to the 2-way interaction described above, this relationship supports ASA; high SIMI individuals are more attracted to ethical organizational practices than low SIMI individuals. SIMI does not seem to affect the organizational practices/attraction relationship as much in a high performing environment. Perhaps even high SIMI individuals are willing to be more forgiving of unethical practices if the firm performance is high, but once firm performance begins to suffer, high SIMI individuals’ attraction rapidly declines. This has important implications for organizations as ethical organizational practices do not seem to matter as much in a high performing environment. Perhaps applicants assume that the ethical organizational decisions (whether positive or negative) of the organization are justified given the resulting high performance. Unfortunately, this was not tested in this study, but could be an interesting avenue for future research. 82
Although not all the hypotheses were supported, SIMI was a more important individual difference moderator than CMD in this laboratory experiment. This is probably due to the nature of the application process and the study. Applicants are looking for an organization with which they can identify and belong, thus SIMI would be especially relevant when deciding which organization to pursue given social identity theory. Moral development (CMD), on the other hand, might be a more important moderator in ethical decision-making on the job or in the field. Ethical dilemmas in the field may require that an individual draw on their individual views and ethical principles that are outside given rules and regulations in order to make a decision (individuals in stages 5 and 6 of CMD would be the most likely to do this). In the current study, however, this was not really necessary and may help explain the lack of support for the moderating effect of CMD. For example, the organizational practices manipulation was a matter of breaking the law (i.e., the organization violated hazardous waste levels). Therefore, the lack of support for CMD may have been a result of the manipulation. Future research should attempt to test CMD as a moderator in a more complex scenario that requires higher levels of cognitive moral thinking. Although Study 2 provided a better understanding of ethical signals by testing their effects on recruitment outcomes in a rigorous laboratory study, it also had several limitations. The first is the gap between intention and actual behavior. Weber and Gillespie (2001) found support that when subjects intend to do something, it usually is more indicative of the “ethically expected norm” than their actual behavior (p. 269). I only measured intentions, not actual behaviors in the lab study. Study 2 asked applicants 83
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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
Page 29 and 30:
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
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
Page 83 and 84: independent variables were dummy co
Page 85 and 86: 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: ecruitment process. These ethical s
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 and 138: 2. ___ The recruiter acted ethicall
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