Diversity Cues on Recruitment Websites: Investigating the Effects on Job Seekers\u27 Information Processing

Although job seekers\u27 motivation to process the information encountered during recruitment partially influences recruitment success, little is known about what motivates more thorough information processing. To address this issue, we integrated recruitment and social information processing theories to examine the possibility that diversity cues on recruitment websites influence website viewers\u27 processing of presented information. Utilizing a controlled experiment and a hypothetical organization, Study I revealed that both Blacks and Whites spent more time viewing recruitment websites and better recalled website information when the sites included racial diversity cues. These relationships were stronger for Blacks, and organizational attractiveness perceptions mediated these effects for Blacks but not for Whites. Study 2 found similar relationships for Black and White participants viewing real organizational recruitment websites after taking into account perceived organizational attributes and website design effects. Implications of these findings for recruiting organizations are discussed

Oekologische Untersuchungen im Kuehlwassersystem eines konventionellen Grosskraftwerks am Untermain unter besonderer Beruecksichtigung der Ciliaten (Protozoa)

TIB: RN 5205 (57) / FIZ - Fachinformationszzentrum Karlsruhe / TIB - Technische InformationsbibliothekSIGLEDEGerman

Actors Have Feelings Too: An Examination Of Justice Climate Effects On The Psychological Well-Being Of Organizational Authority Figures

Although a substantial amount of research explores how work units collectively benefit from authority figures who adhere to the rules of justice (i.e., justice climate), virtually no research explores how authority figures themselves benefit from creating a climate of fairness. We draw from relational theories of human behaviour and psychological well-being to develop a theoretical model of the relationship between justice climate and authority figures\u27 well-being. Using data from a sample of 1297 employees and 162 authority figures within 162 work units, we find that procedural justice (PJ) and interactional justice (IJ) climate relate to authority figures\u27 occupational satisfaction and emotional exhaustion; IJ climate also relates to positive affect. In addition, in line with an agent-related justice perspective, IJ climate has a stronger overall impact than PJ climate on authority figures\u27 well-being. Practitioner points: Finding individuals who want to be organizational authority figures is difficult if there are perceived psychological costs associated with being an authority figure. The reported research suggests organizations may want to highlight the positive relationship between adherence to rules of justice and the psychological well-being of authority figures as a potential benefit of assuming authority positions. Whereas traditional approaches to job design suggest the redesign of significant portions of the job (which is not always practical), our results suggest large-scale changes may not be the only method for enhancing the positive feelings authority figures have about their job. Organizations could instead emphasize the positive impact that authority figures have on the work group as a whole. Given that working closely with the beneficiaries of one\u27s efforts is intrinsically gratifying, such an emphasis might be enough to help create a more healthy and enjoyable environment for organizational authority figures. Managers should pay particular attention to the interpersonal interactions they have with their employees. Our results suggest it is the interpersonal component of justice climate, as compared to the more process- or policy-oriented components, that is the most beneficial to organizational authority figures

So what do you think of the organization? A contextual priming explanation for recruitment Web site characteristics as antecedents of job seekers' organizational image perceptions

Although job seekers' organizational image perceptions can influence attraction to recruiting organizations, little is known about how these perceptions are formed or modified. To address this research gap, the authors drew from research in social cognition theory and demonstrated that recruitment Web site characteristics influenced the development and modification of organizational image perceptions via a priming mechanism. Results of two studies showed that having technologically advanced Web site features and depicting racially diverse organizational members served as contextual primers and influenced participants' organizational image perceptions. Results also revealed that participants' familiarity with recruiting organizations moderated the effects of these Web site characteristics on several dimensions of organizational image such that effects were weaker for more familiar organizations. These findings suggest that organizations can manage job seekers' organizational image perceptions through strategic recruitment Web site design; however, such attempts may be tempered by job seekers' familiarity with the organization.Organizational image Recruitment Web sites Priming

Considering planned change anew: stretching large group interventions strategically, emotionally and meaningfully

Large Group Interventions, methods for involving “the whole system” in a change process, are important contemporary planned organizational change approaches. They are well known to practitioners but unfamiliar to many organizational researchers, despite the fact that these interventions address crucial issues about which many organizational researchers are concerned. On the other hand, these interventions do not appear to be informed by contemporary developments in organizational theorizing. This disconnect on both sides is problematic. We describe such interventions and their importance; illustrate them with extended descriptions of particular Future Search and Whole‐Scale™ change interventions; summarize research on strategy, emotion, and sensemaking that may inform them; and suggest questions about the interventions that may stimulate research and reflection on practice. We also discuss conditions that may foster effective engagement between Large Group Interventions practitioners and organizational researchers. Our approach represents a way to conduct a review that combines scholarly literature and skilled practice and to initiate a dialog between them