A Policy-Capturing Approach to Individuals′ Decisions to Be Absent

Martocchio, Joseph J.; Judge, Timothy A.

doi:10.1006/obhd.1994.1020

Cited by 46 publications

(26 citation statements)

References 35 publications

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“…This method is covered in a review by Karren and Barringer (2002). Policy capturing has been effectively applied to study a variety of human resource management decisions including pay allocation decisions (Beatty, McCune, & Beatty, 1988), absenteeism (Martocchio & Judge, 1994), and job choice decisions (Rynes, et al, 1983).…”

Section: Methods and Analysismentioning

confidence: 99%

Whom to Believe: Recruiting Information Source Credibility and Organizational Attractiveness

Mumford

2012

BMR

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This study uses a policy-capturing methodology to investigate how job seekers faced with conflicting recruiting information make organizational attractiveness judgments. It proposes that when considering recruiting information, the credibility of the information source, in terms of trustworthiness, expertise, integrity, and liking, will be positively related to the extent to which information from each source is used when judging the attractiveness of organizations. The results indicated that some sources are seen as more credible than others, and that this credibility is related to the use of information from that source. In addition, the dimensions of credibility most highly related to information use are different for interpersonal and institutional sources. The implications for employee recruiting research and practice are discussed.

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Section: Methods and Analysismentioning

confidence: 99%

Whom to Believe: Recruiting Information Source Credibility and Organizational Attractiveness

Mumford

2012

BMR

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“…By presenting subjects with scenarios that contain different information controlled by the researcher, policy capturing is designed to study how people use information to make decisions (Martocchio and Judge, 1994). A policy-capturing design presents several advantages.…”

Section: Methods Research Designmentioning

confidence: 99%

Beyond Work-Family Balance: Are Family-Friendly Organizations More Attractive?

Bourhis¹,

Mekkaoui²

2010

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Tous droits réservés © Département des relations industrielles de l'Université Laval, 2009Ce document est protégé par la loi sur le droit d'auteur. L'utilisation des services d'Érudit (y compris la reproduction) est assujettie à sa politique d'utilisation que vous pouvez consulter en ligne. Résumé de l'article Dans un contexte de rareté de main-d'oeuvre, les organisations sont soumises à des pressions grandissantes pour attirer des employés de talents. Se préoccupant de leur capacité d'attraction, notamment auprès des femmes et des jeunes professionnels, de plus en plus d'entreprises proposent à leurs employés une gamme de pratiques visant à favoriser la conciliation travail-famille, tels des horaires flexibles ou des garderies en milieu de travail.Bien que l'effet de ces pratiques n'ait pas été beaucoup testé empiriquement, une recension des écrits nous a permis de postuler que les organisations qui offrent de telles pratiques seront effectivement plus attrayantes aux yeux des candidats (H1), mais que cet effet sera modéré par le désir de segmentation (H2). Ce concept réfère à la séparation entre les rôles professionnels et personnels. Ainsi, les individus ayant un désir de segmentation élevé seront plus attirés par des compagnies qui offrent des stratégies de conciliation travail-famille basées sur la séparation des rôles, comme les horaires flexibles, plutôt que des stratégies basées sur l'intégration des rôles, comme le télétravail. La réputation de l'organisation a également un effet sur son pouvoir d'attraction (H3).Utilisant une méthode de recherche par scénario, nous avons testé l'effet individuel de quatre pratiques de conciliation sur l'attraction de candidats : service de garde sur les lieux du travail, généreux congés personnels, horaires flexibles et télétravail. Nos résultats confirment que les pratiques de conciliation ont un effet sur l'attraction. Plus spécifiquement, les scénarios ayant obtenu les scores d'attraction les plus élevés sont ceux qui proposaient des congés personnels généreux et la flexibilité des horaires. Contrairement à nos attentes, l'interaction « besoin de segmentation x pratiques de conciliation » ne s'est pas révélée significative. Tel qu'attendu, la réputation de l'entreprise a un effet principal significatif sur l'attraction. Les implications de ces résultats pour la recherche et la pratique sont présentées en conclusion.

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“…The within-subject design permits researchers to infer the relative importance of particular variables that are related to an individual's decision making (Judge and Bretz 1992). When the research question is focused on decision-making, this design is known as "policy capturing" (Martocchio and Judge 1994). Numerous studies have used this approach to examine decision-making in a variety of contexts such as performance ratings (e.g., Lievens et al 2008); promotion decisions (Stumpf and London 1981) and most relevant to this study, job choice decisions (Cable and Judge 1994;Feldman and Arnold 1978;Judge and Bretz 1992;Rynes and Lawler 1983;Zedeck 1977).…”

Section: Methodsmentioning

confidence: 99%

Individual Differences in Attractiveness of Jobs Based on Compensation Package Components

Tetrick

Weathington

Silva

et al. 2010

Employ Respons Rights J

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The primary purpose of the present study was to examine the effect of salary level, amount of leave per year, the extent of cost-sharing for health care insurance coverage, and type of retirement plan on individuals' job choice within a United States employment context. Salary, amount of vacation time, cost of health insurance, and type of retirement plan predicted the likelihood that individuals would apply for a position as well as accept the position if it were offered to them. While the type of retirement plan had an effect, there was virtually no difference based on whether the retirement plan was a defined benefit pension plan, a 401 K plan, or a company stock plan. There were no interactions between compensation plan components suggesting recruits do not consider salary as a substitute for benefits. Marital status, benefit history, attitudes towards earnings, and risk propensity predicted the relative importance placed on salary and specific benefits in the compensation package.Key words compensation . employee benefits . recruitment . medical insurance . retirement plan Compensation systems have long been considered as a factor impacting organizations' ability to attract and retain employees (Bretz et al. 1989;Lawler 1990). The effect of non-wage benefit packages on the attraction of employees would seem to be especially important since "fringe" benefits as a percentage of total payroll costs are growing (Bureau Employ Respons Rights J (2010) 22:195-211 of Labor Statistics 2006Harris 1993;Hart and Carraher 1995), and research suggests that employees undervalue typical benefit packages by as much as 30% (Gerhart and Milkovich 1992). However, surprisingly little empirical research has been conducted to determine how benefits influence individuals' job choice decisions. Therefore, the primary purpose of the present study was to examine the effect of salary level, amount of leave per year, the extent of cost-sharing for health care insurance coverage, and type of retirement plan on individuals' job choice. Additionally, individuals' decisions may be affected by work values and attitudes as well as background and demographic variables (e.g., Judge and Bretz 1992;Hyde and Weathington 2006;Ravlin and Meglino 1987a, b). Thus the secondary purpose of this study was to examine the relation of various background and attitudinal variables on the importance of the four measured aspects of the compensation package on job choice decisions.

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A Policy-Capturing Approach to Individuals′ Decisions to Be Absent

Cited by 46 publications

References 35 publications

Whom to Believe: Recruiting Information Source Credibility and Organizational Attractiveness

Whom to Believe: Recruiting Information Source Credibility and Organizational Attractiveness

Beyond Work-Family Balance: Are Family-Friendly Organizations More Attractive?

Individual Differences in Attractiveness of Jobs Based on Compensation Package Components

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