به سمت یکپارچه سازی چند سطحی و جستجوی شغلی
Abstract
1- Developing a multilevel and integrative model of employee recruitment and job search
2- Theoretical background
3- Search and communication: Attraction
4- Evaluation and decision-making: Selection
5- Persuasion: Attrition
6- Multilevel implications
7- Limitations and future research
8- Conclusion
References
Abstract
This study describes an attempt to develop an integrative model of job search and employee recruitment. Inevitably multi-level in nature, the model demonstrates the interplay between organizational-level factors and individual-level factors in influencing the outcomes of employee recruitment and job search activities. According to the model, influenced by job seeker and organizational characteristics, job search and recruitment activities jointly create job awareness, which is the first step in organizational attraction. Next, depending on the job seeker's current job situation, this attraction leads to job pursuit intention and behavior. The model also emphasizes the longitudinal nature of the process by which individuals gain employment. Finally, since each organization's applicant pool consists of job seekers with some common characteristics attracted to the same position, the model proposes that recruitment and job search can be examined by utilizing a multilevel framework.
Developing a multilevel and integrative model of employee recruitment and job search
Since an organization's success is confined within the limits of its human capital, employee recruitment is a critical function for organizational survival (Phillips & Gully, 2015). Potentially as a result of this importance, many researchers have sought to examine and reveal the factors associated with successfully filling job openings. This has led to mountains of research examining predictors of applicant attraction to a job (e.g., Uggerslev, Fassina, & Kraichy, 2012). In a related vein, several other researchers have examined the process from the job-seekers' perspectives and strived to find the predictors of job search success. Thanks to this research, we now have a good amount of information about the predictors of success for organizations and individuals in reaching their employment goals. However, despite this research interest, the available literature has been criticized for lacking a bonding theory to organize the findings and guide future research (e.g., Breaugh & Starke, 2000; Ployhart, 2006). Although we know several linkages within the process such as some of the factors leading to job search success or predictors of applicant attraction to a job opening, no attempts have been made to integrate this vast amount of research into one integrative model, which delineates both the process by which individuals search for jobs and the process by which organizations search for employees. Employee recruitment can be defined as activities that influence the number and types of applicants who apply for a position, stay in the applicant pool, and accept a job offer (Breaugh, 2008). A distinction can be made between types of recruitment efforts in terms of the targets of these activities. Specifically, while some recruiting practices are aimed at attracting individuals who are looking for jobs (i.e., active job-seekers), others target individuals who are currently employed by other organizations or are not interested in participating in the workforce but would potentially be open to job opportunities if offered (i.e., passive job-seekers). The main difference between these two groups is that active job-seekers can be attracted by relatively passive methods of recruiting such as posting information about a job opening on an online job board or a company website.