organizational recruitment process

Procedia Economics and Finance 3 ( 2012 ) 415 – 419

2212-6716 © 2012 The Authors. Published by Elsevier Ltd. Selection and peer review under responsibility of Emerging Markets Queries in Finance and Business local organization. doi: 10.1016/S2212-5671(12)00173-6

Emerging Markets Queries in Finance and Business

reputation during the recruitment interview process

Ioan Pastora,* Petru Maior University, str Nicolae Iorga, no.1, Tîrgu Mure , 540088, ROMANIA

Abstract

Under the circumstances of a competitive economy, the competition for the best employees is increasingly tougher. The organizations that struggle to maximize the degree of acceptance of their offers by applicants, try to reach competitive advantage by increasingly efficient recruitment and selection programmes. the task that the job involves and the perks they get. On the current labor market, with a high disequilibrium between demand and supply, the salary and the level of improvement of jobs can be considerably diminished. The paper proposes a model of the recruitment interview process that entails strategic efforts of the organization to succeed

promoting the reputation of the organization.

© 2012 Published by Elsevier Ltd. Selection and peer-review under responsibility of the Emerging Markets Queries in Finance and Business local organization

Keywords: reputation, recruitment process, interview

1. Main text

Equilibrium and disequilibrium on the labor market can be understood starting from the characteristics of this market and continuing with the internal mechanism of its functioning. The labor market was formed and it

* Ioan Pastor. Tel.: +40744605060; E-mail address: [email protected]

Available online at www.sciencedirect.com

© 2012 The Authors. Published by Elsevier Ltd. Selection and peer review under responsibility of Emerging Markets Queries in Finance and Business local organization.

Open access under CC BY-NC-ND license.

Open access under CC BY-NC-ND license.

416 Ioan Pastor / Procedia Economics and Finance 3 ( 2012 ) 415 – 419

functions in correlation with the determining role of labor in the socio-economic development and with the general requirements of the price and market theory. This market reveals a complex of relationships in which we find, to a great extent, the relationships between people and their evolution in time and space, setting its mark on the type of civilization. The labor market represents the set of selling buying acts of the labor force that happen in an economic space. This reveals meeting demand with the labor force supply, establishing, based on this, and labor force on jobs, firms, areas, etc. The permanent negotiation between those offering and those demanding labour under quantitative, qualitative and structural aspect takes place on the labor market. Meeting the need for labor is achieved by using the jobs available in society, meaning the volume of labour that can be performed by the population able to work of a certain country, on a given period. Attracting the potential candidates on the labour market by organizations is done based on the process of recruitment and selection of the personnel.

Most of the organizations, no matter their size, use the interview as selection method. The selection interview is the synergic dialogue performed by the main actors having a preset and built scenario. Control is totally maintained by the interviewers during the organization stages and built in detail and it aims to create a complete psychological profile of the candidate having a high predictive value in the evolution at the workplace they apply for. The selection interview is a change of ideas, opinions, points of view between the employer and a potential employee, taking into consideration the mutual acceptance or rejection. It is not enough for the interviewers to know and to take into account certain rules, they need to have a series of qualities and skills in order to get outstanding results and to increase the efficiency, security and validity of the interview. From the point of view of the organization, the selection interview will be mostly efficient when it is used in order to

the candidate will fit into the work group he will be a part of.

The selection interview is the most used selection tool in the world. However, application interviews have other roles as well, including offering some opportunities for interviewers of practicing the recruitment behaviour. The interview does not have to be an interrogatory, but rather a purposeful conversation. The purpose is that of getting information about the candidate, so as to assess its qualification and personal qualities related to the description of the job and thus making a forecast about its capacity of performing the job. There is a lot of knowledge related to certain aspects of attracting candidates, as well as to the reactions they need to have towards the recruited ones, but reputation is the aspect we want to focus on.

In case of a balanced and strongly competitive labour market, a strong deficit of talents would be recorded. This would lead to a tough competition for the best, more intelligent and talented people. In this context, the employer needs to take into account that recruitment is only the beginning of the employment relationship, and therefore the quality of the people proposed for selection will affect the success of the management practices of future human resources. Therefore, the ability of the management practices of human resources of having a positive impact on organizational efficiency is based on the efficiency of the recruitment practices. Put another way, any management practices of the human resources that can amplify the capacity of an organization of obtaining and keeping top talents will strengthen the relationship between management practices of the human resources and organizational efficiency.

Organizational reputation is one of the dimensions of the social context that has an impact on the relationship between the management of the human resources and organizational efficiency. This is an

Craif M., Anitei M., Metoda interviului în psigologia organiza i a resurselor umane, Polirom

Publishing House, Ia i, 2011 p.11 Pastor I. Petelean A., Managementul resurselor umane, RISOPRINT Publishing House,Cluj-Napoca, 2006,

p.190

417 Ioan Pastor / Procedia Economics and Finance 3 ( 2012 ) 415 – 419

represent, for any responsible in the field of human resources, a management practice of human resources that will increase the capacity of an organization to attract and keep top talents. The main preoccupation needs to be what can be done for an organization to be as attractive as possible for candidates. The answer is that the organization needs to do everything possible to maintain its reputation and to promote it to candidates. The paper tries to present the way in which organizations can increase their attractivity by promoting their reputation during the hiring interviews. The main concerns have been oriented towards the influence that job

organizational attributes. When a sector of the economy develops and the labour force is not sufficient, competition between the

constitutive entities of this sector will be high. Therefore, efficacy and efficiency in attracting the most qualified candidates depends on the qualitative advantage. Similarly, the potential value of organizational reputation for recruitment is acknowledged. Reputation can be used to attract a certain type of candidates, simultaneously with eliminating others, thus turning the recruitment base into a more efficient source of

related to the job they want, overlap to an extent that exceeds the traditional limits of the considerations of jobs, and, moreover, these preoccupations are more robust when the labour market favours sellers.

It is worth mentioning what we understand by organizational reputation. In order to do this, we need to make a difference between reputation and identity, two different evaluations of the same concept. Identity refers to the acknowledged attributes of an organization by its members, whereas reputation refers to the attributes acknowledged by people from the outside to the same organization. Therefore, we focus on reputation associating the opinion of a person from the outside about the company with the tendency of a candidate of accepting a job offer. However, there is obviously an important relationship between reputation and identity when, because of an assessment error, clashes between the perceptions of the interviewer and of the one interviewed on the organization can lead to false signs of the interviewer or to misunderstandings of the interviewed one related to the content and value of the information exchanged in the recruitment context.

The interpreted external image is important, defined by the perception of the members of the organization on the reputation of their organization. In other words, the interpreted external image refers to the beliefs of the members about what others think about their organization. The interpreted external image is a

of the interviewer regarding reputation, because the interviewer will focus on what he thinks that needs to be approached based on his perceptions about the beliefs of the interviewed one about the organization. Reputation can be simultaneously positive as well as negative, eliminating the potential of a single dimension or perspective. For

positive among some of the customers, whereas its reputation of being kind to customers is generally seen as positive. This observation proves that a single field of reputation (relationships with suppliers) differs according to perspective, as well as the fact that there is more than just one field of reputation (the way of treating customers). There are numerous aspects of the context, perspective and dimensionality, such as the reputation of an organization of making high quality products may be the dimension that weights the most in

that weights the most in an investment decision. Based on the previous considerations, we are entitled to suggest that some candidates may be significantly influenced by cons when they make a decision in terms of a job. It is highly unfavorable for organizations to use their reputation in order to manipulate candidates to apply for a job when there are premises that they will not be satisfied or in order to attract candidates that are not qualified or that would poorly match the organization. Organizations can use their reputation to attract qualified people with a high level of person-organization matching by promoting their reputation. Those candidates with a high level of qualification and with a sufficient level of person- organization matching may be attracted by a firm whose matching criteria are better known. Therefore, these candidates have more chances to be selected and a lower probability to leave the organization. Promoting the

418 Ioan Pastor / Procedia Economics and Finance 3 ( 2012 ) 415 – 419

reputation may be used together with realist anticipations on the job in order to increase the efficacy of the latter. It can be stated that recruitment and selection processes are combined to bring certain types of people in organizations, and when this system fails to bring a person with a sufficient level of matching, that person will leave the organization. Information about the organization on the labor market, information related to reputation, will influence and determine a more efficient and effective recruitment and selection programme in three ways, as well as a programme for keeping people in the organization. Firstly, more candidates with a high person-organization matching will apply for a job and more individuals with a poor person-organization matching will not apply, because of this more informed process of making decisions of the candidates. Such

eral work volume of the human resources inherent at the beginning when entering the organization. Secondly, the rates of job acceptance will be higher among those with a high person-organization matching and reduced among those with a poor person-organization matching. This happens because the person-organization matching has been a strong motivator for the application act, beside the more informed processes of making decisions of the applicants, as a result of promoting the reputation by those who recruit candidates. Thirdly, staff turnover will be lower because the recruitment and selection stages have worked more efficiently. Another characteristic that can be taken into consideration is matching, better said the matching criteria of the job and the organization. By taking matching into consideration, organizations try to moderate the capacity of a person to fit the requirements of the tasks associated with the job and their compatibility with the organization. Some candidates may act in strictly economic limits; others may act only based on their own tastes. Probably, as the labour market diminishes the economic competition between organizations for top talents increases. Therefore, as the economic competition increases, the importance of the non-economic factors in making decisions by candidates increases as well, because the economic dimensions of the labour market will be sufficiently similar between viable organizations to be considered constant. The reputation of a company is surely the most important informational link for those from the outside. The relationship between reputation and job acceptance needs to be influenced by a certain matching between the type of environment in which an individual wishes to work and the type of environment that he assigns to an organization with a certain reputation. Different candidates will have utility functions of different importance and therefore, the person-job matching, as well as the person-organization

t at different levels for different applicants.

probability of the job is using persuasion tactics. These persuasion tactics are behaviours that increase the

both directly and indirectly by c persuasion on the probability of complying with demand. The attempts to convince need to be chosen carefully so that they will be eliminated; otherwise, they will have a contrary effect than the intended one. Using the persuasive communication alone is not sufficient to explain the relationship between using persuasion and accepting the job offer. Some features of the candidate and the interviewer may serve as moderators of the relationship between using persuasion and job acceptance, moving from communication abilities to knowledge and interests.

When individuals on the labour market become applicants, they have already manifested a level of attraction for the organization. When organizations invite applicants to interviews, and the applicants accept the invitation, they are even more attracted by the organization, if the consumption of effort represents a measure for attraction. During the interview and at the end of it, the relevant measure of attraction is the degree to which candidates accept the job offers from the organization. Some of the research carried out suggests that information about the employer and people combined may be more important than information about the job or it can be equally important. The dimensions of the work context that are not related to the effective tasks that need to be carried out by the employee will be the most appropriate to be promoted for the promotion goals. Reputation also depends on the attributes of the candidates. The more competitive the profile of the human capital of a candidate on the labour market, the more employment opportunities he will have or perceive to be

419 Ioan Pastor / Procedia Economics and Finance 3 ( 2012 ) 415 – 419

able to obtain. Therefore, as the human capital increases, the reputation is convincing in terms of accepting the job offers provided, it is unique. In other words, candidates with a high human capital will have or will perceive to have more opportunities, and thus, only unique reputations or sufficiently different ones fro m those of other

candidates. It is harder to impress with organizational reputation a candidate who perceives that he has more employment opportunities than one who perceives that he has fewer opportunities in this sense. The positive relationship between reputation and the acceptance of job offers declines as human capital increases. The relationship between an elaborate and sincere attempt to promote reputation and the acceptance of the job offer will increase to the extent to which the applicant has a high need for reasoning. The relationship between an elaborate and sincere attempt to promote reputation and the acceptance of the job offer will increase to the extent to which the applicant has a high need for reasoning. The need for reasoning is an attribute of the individual that is related to the native pleasure that an individual feels when he is thinking. The role of the persuasive speech in the reputation-information framework is that of aligning external built image with identity. An interviewer tries to change what he thinks the candidate perceives about the company with perceptions that are more similar to his own perceptions about the company. Using persuasion in the recruitment interviews by promoting the organizational reputation will have a positive effect on the acceptance of the job offer. The attempts of the interviewers of being persuasive will be more efficient when they approach dimensions of reputation that are important for applicants, than when they approach other dimensions of reputation. and the external built image is related to the way in which members understand de perceptions of the people from outside on the company. It is the extent to which a member thinks that he is defined by the same attributes that he considers defining for the organization. The organizational attributes with the highest probability of being underlined by an interviewer are those that the interviewer perceives as representing both the organization and himself. The personal features for a positive organizational identification by the interviewer and that are ab dimensions that have the highest probability of being promoted. Interviewers who have a high organizational identity have a higher probability of promoting the fir

hired in this behaviour to the benefit of the organization because their own reputations are linked to the one of the firm.

2. Conclusions

The increased competition for the talents on the labour market have forced organizations to develop more focused recruitment strategies in order to ensure that their staff needs will be met. We consider that the way to approach this problem strategically is to improve promotion of the organizational reputation.

References

Craif M., 2001. Metoda interviului în psihologia organiza i a resurselor umane, Polirom Publishing House, Ia i. Dawson, R., 2006. Secretele persuasiunii, Polirom Publishin House, Ia i. Ferris G.,Berkson H., Harris M., 2002. The recruitment interview process, in Elsevier Science Inc. Gass R., Seiter ., 2009. Manual de persuasiune, Polirom Publishing House, Ia i. Hodgson, S., 2006.Interviul de angajare. Polirom Publishing House, Ia i. Pastor I., Petelean A., (2006). Managementul resurselor umane, Risoprint Publishing House, Cluj-Napoca.