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ORGANIZATIONAL RECRUITMENT ACTIVITIES AND APPLICANTs' REACTIONS AT DIFFERENT STAGES OF THE RECRUITMENT PROCESS
Author(s) -
TAYLOR M. SUSAN,
BERGMANN THOMAS J.
Publication year - 1987
Publication title -
personnel psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 6.076
H-Index - 142
eISSN - 1744-6570
pISSN - 0031-5826
DOI - 10.1111/j.1744-6570.1987.tb00604.x
Subject(s) - salary , psychology , affect (linguistics) , comparability , process (computing) , position (finance) , social psychology , applied psychology , business , political science , finance , mathematics , communication , combinatorics , computer science , law , operating system
Organizational recruitment activities have been hypothesized to affect applicants' reactions to the organization, independent of effects exerted by the job attributes associated with the position (e.g., location, salary, title). This research utilized a correlational design and a field setting in assessing applicants' reactions to a five‐stage recruitment program. Recruitment activities were significantly related to applicants' reactions only at the initial interview stage. Conversely, job attributes emerged as significant predictors of applicants' reactions at each of the four recruitment stages where they were assessed. No support was found for three hypothesized moderating variables–the perceived comparability of job offers, applicants' work experience, and their labor market opportunities. Suggestions for strengthening organizational recruitment programs and for directing further research are discussed.