THE EFFECT OF ETHICAL SIGNALS ON RECRUITMENT ...

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Table 11 Summary of Results Hypothesis Study 1 Study 2 Hypothesis 1 Supported Supported Hypothesis 2 Not Supported Supported Hypothesis 3a Partially Supported Partially Supported Hypothesis 3b Not Supported Not Supported Hypothesis 4a Not Supported Not Supported Hypothesis 4b Not Supported Supported Hypothesis 5a Partially Supported Not Supported Hypothesis 5b Not Supported Not Supported Hypothesis 6a Not Tested Supported Hypothesis 6b Not Tested Not Supported Hypothesis 7a Not Tested Not Supported Hypothesis 7b Not Tested Not Supported 88
convergent results, suggesting that ethical signals do influence organizational attraction. Main effects for organizational practices were fully supported in both studies; main effects for recruitment practices were supported in study 2, but not study 1. Although recruitment practices have an impact on attraction, organizational practices appear to be more important. Applicants may explain away one unethical recruiter if the organization appears to be ethical and is performing well. This has important theoretical and practical implications, which are discussed in more detail below. Both studies found partial mediation for the perception of the organization as ethical. This helps researchers and practitioners understand why applicants are affected by ethical signals; ethical signals influence their perceptions of the organization, and these perceptions influence attraction. Finally, some (albeit not all) of the moderation hypotheses were supported. Specifically, the two-way interaction between CMD and organizational practices in Study 1, the two-way SIMI and recruitment practices in Study 2, and the three-way interaction between SIMI, organizational practices, and performance in Study 2 were all supported. These results have important implications for both academics and practitioners. Individual difference moderators play an important role in the ethical signals/attraction relationship. Theoretically, the results support research on ASA and fit, and suggest that fit on an ethical dimension may also be an important determinant of recruitment outcomes, although more research is needed in this area. In addition, the moderation results have important implications for practitioners, especially those who want to attract and select more ethical employees. Theoretical and practical implications are discussed more below. 89
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THE EFFECT OF ETHICAL SIGNALS ON RE
Page 3 and 4:
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
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 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: CHAPTER VI GENERAL DISCUSSION AND S
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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