2003 IMTA Proceedings - International Military Testing Association

suggest that applicants ‘rule out’ jobs located outside their preferred geographic area, and that the
importance of location is not limited to low-level employees (e.g., Barber & Roehling, 1993;
Osborn, 1993; Rynes & Lawler, 1983). In a related vein, research on job pursuit has indicated
that the need to relocate plays an important role in decisions about accepting job offers (Brett,
1982; Brett & Reilly, 1988; Gould & Penley, 1985; Noe & Barber, 1993; Noe, Steffy, & Barber,
1988). Ryan et al. (2000) found that applicants withdrawing from the hiring process expressed a
greater need to relocate than those who continued in the process.
Objective factors: The role of job attributes. There is ample evidence suggesting that objective
job attributes, such as pay, working conditions, nature of the work, influence applicant job pursuit
and job acceptance (for a review see Turban et al., 1993). Evidence from field studies on RJPs
suggests that applicants are more likely to reject jobs when presented with negative information
on the job (e.g., Premack & Wanous, 1985; Suszko & Breaugh, 1986; Wiesner et al., 1991).
Ryan et al. (2000) examined the relationship between withdrawing from a selection process and
job attribute perceptions. Contrary to expectations, perceptions of job attributes were unrelated to
withdrawal, and job attributes were generally positive. From these findings, she concluded that
screening of jobs on attributes occurs prior to application. This conclusion has important
implications for the military that has a tradition of informing prospective applicants on
organizational characteristics and career possibilities within the military prior to application.
Subjective factors: ‘Fit’. Schmit and Ryan (1997) found that a number of applicants withdrew
because of perceptions of a lack of job and organization fit. Some were of the opinion that the
job was not right for them; others argued – rightfully or wrongfully – that they did not have the
required qualifications for the job. Previous research (see Kristof, 1996 for a review) has
repeatedly demonstrated that applicants are more attracted to organizations that best fit their
personal characteristics. That is, applicants are more attracted to organizations that best fit their
individual values (e.g., Cable & Judge, 1996; Chatman, 1989, 1991; Judge & Bretz, 1992; Judge
& Cable, 1997; O’Reilly, Chatman, & Caldwell, 1991; Posner, 1992), goals (e.g., Pervin, 1989;
Vancouver, Millsap, & Peters, 1994; Vancouver & Schmitt, 1991; Witt & Nye, 1992), needs
(Bretz, Ash, & Dreher, 1989; Bretz & Judge, 1994; Cable & Judge, 1994; Turban & Keon, 1993),
and personality (Burke & Deszca, 1982; Slaughter et al., 2001; Tom, 1971). Although
organizational attraction and self-selection are not synonymous (Wanous and Colella, 1989), it is
reasonable to assume that fit perceptions will also have an influence on self-selection.
Commitment to obtaining the job. Results from previous research suggest that career
commitment, or motivation to work in a particular profession, has a strong negative relation with
intentions to withdraw from a career (Blau, 1985; Carson & Bedeian, 1994). Utilizing social
identity theory, Mael and Ashforth (1995) demonstrated that identification with the military may
occur even prior to enlistment, and that this sense of professional identity relates negatively to
turnover soon after hire. Therefore, it can be expected that individuals who are more committed
to obtaining the job are more likely to remain in the process (Ryan et al., 2000).
Impression of the organization. According to Barber (1998) “real-world applicants do not start
out as “blank slates” from a recruitment standpoint; rather, they often have some impression of
employing organizations even before they are exposed to recruitment materials. These general
impressions have been referred to as organizational images and are expected to be related to the
organization’s ability to attract applicants (e.g., Fombrun & Shanley, 1990; Stigler, 1962)” (p.
32). Gatewood, Gowan, and Lautenschlager (1993) found that an applicant’s decision to pursue
contact with the organization was influenced by its corporate and recruitment image. Turban and
Greening (1997) demonstrated that corporate social performance (i.e., the organization’s
tendency to act responsible in dealing with employees, customers, and the community) is related
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45 th Annual Conference of the International Military Testing Association
Pensacola, Florida, 3-6 November 2003