Organizational attractiveness and prospective applicants' intentions to apply

Abstract

PurposeThis paper aims to clarify the process that leads prospective applicants to apply for a job vacancy when one is being evaluated. It proposes that prospective applicants evaluate a job vacancy based on the characteristics of the job and the organizational attributes. This will determine organizational attractiveness perception, and will result in the intention to apply for a job vacancy.Design/methodology/approachAn adapted employment ad that described a job and an organization were presented to 51 marketing professionals and to 73 undergraduate marketing students, who were asked to respond to a questionnaire that contained the measures of the study variables. The hypotheses were tested using linear regression methodology.FindingsOrganizational attractiveness fully mediates the relations between the job characteristics and the organizational attributes with intention to apply for a job vacancy. Analysis over the compared importance of each factor has outlined the major importance of the organizational attributes and feedback of the job for determining this process.Research limitations/implicationsFuture research should clarify the role of organizational image as an employer and organizational familiarity in this process.Practical implicationsRecruitment messages in employment ads should place preferential focus on the elements of organization attributes and feedback of the job. These elements will more strongly determine attractiveness perception, and consequentially, predict intention to apply to a job vacancy.Originality/valueThe study clarifies the role of organizational attractiveness in the process that leads to intention to apply for a job vacancy. A significant part of the proposed model was based on clues retrieved from existing research.

Are Public Workers More Stressed Than Private Workers? The Relationship Between Work Stress and Value Congruence

“…The studies that were found only mention the person-organization fit. One of the perspectives followed in these studies supports the importance of the worker's expectations when in search of a job (Cabral-Cardoso, 2001;Delgado, 2011;Gomes & Neves, 2011). In this sense, the person-organization fit is provided by the perception of values and culture, but a socialization process for the worker still has not occurred, since the worker still is not an active element of the organizational culture.…”

“…In the context of Portuguese research, studies about work stress and organization values have considered the two as independent variables and only recently value congruence and its influence at the organizational level have been considered (Cabral-Cardoso, 2001;Gomes & Neves, 2011;Morais, 2011;Pérez-Nordtvedt, Payne, Short, & Kedia, 2008;Vicente, Rebelo, & Agostinho, 2011). An investigation in a Portuguese organization conducted by Morais, Ramos, and Jordão (2012) identified the presence of significant relationships between work stress and value congruence, establishing that as value congruence increases, labor stress decreases.…”

Organizational attraction and perceived person-organization fit: a study among university students

“…Bazı çalışmalar ise örgütsel çekiciliğin iş özellikleri ile ilişkili olduğunu göstermiştir (örneğin, Gomes & Neves, 2011;Hannon, 1996;Nadler et al, 2010). Hannon (1996), çok sayıda çalı-şanı olan örgütlerin işgücü büyüklüğü aracılığıyla çekici olarak algılandıklarını rapor etmiştir.…”

“…Thomas ve Wise (1999) adayların iş özellikleri yerine örgüt özel-liklerini daha çok dikkate aldığını öne sürmüştür. Bu bağlamda, örgüt çalışanlarının dış imajının (Tsai & Yang, 2010), ağızdan ağı-za yayılan pozitif yöndeki reklamın (van Hoye & Lievens, 2005) ve kurum imajının (Güler, 2015) adayların örgütün çekiciliğine ilişkin algılarını etkileyerek işe başvurma niyetlerinde belirleyici olduğu saptanmıştır (Gomes & Neves, 2011;Jiang & Iles, 2011).…”

Triggering Employee Motivation in Adverse Organizational Contexts: “Going the Extra Mile” while Holding Hands with Uncertainty?

“…: Wright & Snell, 2005;Ehnert, 2009), such as, for instance, the ability to: act efficiently towards the problem of attracting highly qualified and talented HR (eg. : Gomes & Neves, 2011); develop training programs carrying high transfer abilities to work locations (eg. : Carbery & Garavan, 2005).…”