What We Know About Applicant Reactions to Selection

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Bauer, T. N., McCarthy, J., Anderson, N., Truxillo, D. M., Salgado, J. F. (2012). What we know about applicant reactions to selection: Research summary and best practices. SIOP Whate Paper Series, 4-18

Major Thesis

The article explains the necessity to regard the process of recruiting the candidates for the company as an important factor which influences the reputation and success of the organization. HRs behavior during the job interviews determines the candidates interest in working for this company. It should be noted that a unique scheme for communicating with applicants is a perfect way to select brilliant specialists and show the atmosphere within the company. The authors of the article prove that applicants negative reactions during the selection process cause many problems to the company. For example, they can share a bad experience with the friends and family which definitely influences the reputation.

Applying the model created by Professor Stephen Gilliland for candidate reactions and rules that improve the interviewers attitude towards the company can help to establish the atmosphere of faith and understanding during the recruiting process. Gilliland states that, first of all, it is necessary to check if the system is job-related. The management should provide the candidates with the possibility to take an active part in the interview. Besides, they should be able to challenge their results. Thus, the process of recruiting must be consistent for everyone, and HRs should know how to give a prompt feedback and be ready to explain their actions. Additionally, the administrators are expected to be honest with the applicants and have a friendly (Gilliland, 1993, p. 702). Moreover, it is important to maintain a two-way communication process and use only legal questions.

The article also focuses on other important schemes and theories which can help to organize HRs performance better and minimize the risk of spoiling the companys authority among the applicants. Thus, Schuler Social Validity Theory teaches to appreciate every candidate. This theory is based on four components: informativeness, participation, transparency, and feedback (Schuler, 1993, p. 123).

The most useful parts of the article are the check-list for understanding if the company treats the applicants correctly and the review of the best practices which help to receive positive reactions from the candidates. The data given in the article is supported by the well-known specialists of the field and include valuable information for the companies.

Utility

The article can change the way the interviews are conducted. It will be beneficial for both the company and the applicants. The recommendations given by the author may be used as the basic scheme for interviewing the candidates. As a rule, the recruiting process does not give the applicants an opportunity to improve their results (Ryan, 2008, p. 129). On the one hand, it saves time for not conducting an additional interview. On the other hand, HRs may lose an important and valuable specialist if they do not provide one with an opportunity to prove his or her professionalism better. Moreover, companys inability to be more loyal harms its popularity among the specialists in the field.

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It is necessary to stress that the article contains all basic knowledge significant for conducting a successful interview. It can be used as a manual for everyone who is in charge of recruiting and organizational processes in the company. The article also emphasizes the fact that all the questions for the interview must be checked thoroughly and contain no remarks which can be treated as offensive. The information given by the authors proves that the communication with the applicants is an important part of the companys success. If every HR uses this article as a manual, his or her work of choosing the specialists for the company would become better.

Moreover, the data from the article can be used for the HRs courses. This will help to avoid common mistakes made by the organizations during the recruiting process.

Conclusion

The review of the theories for communicating with the applicants given in the article represents valuable information for improving HRs qualifications and maintaining good relations with the candidates. The authors prove the necessity to treat job interviews more seriously. It is vital to demonstrate the additional purpose to create a positive and successful image of the company. This cannot be achieved within one day, thus, everyone involved in the recruiting needs additional training.

The article motivates to pay more attention to the relations with the applicants, use a check-list for every interview, and learn how to minimize negative feedback of the candidates after visiting HRs cabinet. This information may be applied for further studies in the field to discover alternative ways to improve HRs performance and companies reputation among the public.

It is necessary to highlight that article teaches how important the appropriate content of the questions is. Every HR should be aware of the consequences that unsuccessful interviews may have for the organization. In other words, those who are responsible for choosing new specialists do not only provide the company with them, but also are in charge of maintaining a reputation of the organization.

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