Recruiting high potentials is the foundation for creating knowledge, innovation and competitive advantages. Unfortunately, many companies face the problem of having a hard time recruiting high potentials in a tightening labor market. To secure future innovation, growth and competitiveness companies must be attractive for potential employees. Within this respect, past research suggests that innovative companies might be at an advantage as they appear more attractive to employees in general and to those with an innovative personality in specific. Hence, HR communication might use an organization's innovativeness within employer branding to attract high potentials. However, current literature falls short to provide empirical evidence on whether and how the communication of organizational innovativeness affects employer attractiveness and especially attracts innovative employees. The results of our scenario-based experiment (n = 322) show that organizations with an innovative product portfolio and a strong innovation culture appear more attractive to potential employees. These effects turned out to be even stronger for employees which are highly innovative as they care a great deal about the organizational innovativeness of the company they work for. Thus, our findings suggest that communicating organizational innovativeness within employer branding is an effective measure not only to improve employer perceptions in general, but also to attract innovative employees.
{"title":"War for Talents—How Perceived Organizational Innovativeness Affects Employer Attractiveness","authors":"Luise Sommer, S. Heidenreich, Matthias Handrich","doi":"10.1111/radm.12230","DOIUrl":"https://doi.org/10.1111/radm.12230","url":null,"abstract":"Recruiting high potentials is the foundation for creating knowledge, innovation and competitive advantages. Unfortunately, many companies face the problem of having a hard time recruiting high potentials in a tightening labor market. To secure future innovation, growth and competitiveness companies must be attractive for potential employees. Within this respect, past research suggests that innovative companies might be at an advantage as they appear more attractive to employees in general and to those with an innovative personality in specific. Hence, HR communication might use an organization's innovativeness within employer branding to attract high potentials. However, current literature falls short to provide empirical evidence on whether and how the communication of organizational innovativeness affects employer attractiveness and especially attracts innovative employees. The results of our scenario-based experiment (n = 322) show that organizations with an innovative product portfolio and a strong innovation culture appear more attractive to potential employees. These effects turned out to be even stronger for employees which are highly innovative as they care a great deal about the organizational innovativeness of the company they work for. Thus, our findings suggest that communicating organizational innovativeness within employer branding is an effective measure not only to improve employer perceptions in general, but also to attract innovative employees.","PeriodicalId":319092,"journal":{"name":"ORG: Employee Selection Process (Topic)","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126346182","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The study analyzes the effect of female employment on fertility rate. Using panel fertility regression specification with Prais-Winsten regressions procedure, panel-corrected standard errors, and autoregressive errors on a sample of 29 developing countries over the period 1990-2011, the study estimates the effect of female labor participation on fertility rate. To pick up country-specific factors, using the principal component analysis, the study estimates a family policy index that consists of three important family policy variables including: Duration of paid leave for mothers (weeks), wage replacement of paid leave for mothers (%), and length of breast feeding coverage (years). Furthermore, to pick up fixed effects and time effects, the study includes geographic location (latitude) and time effects. The empirical results confirm the finding of Engelhardt and Prskawetz (2005) that the increase in female labor force participation rate has a negative impact on fertility and that this negative effect is decreasing over time. Also, the results suggest that more flexible policies toward family planning such as longer duration of paid leave for mothers, higher percentage of wage replacement of paid leave for mothers, and longer breast feeding coverage help in increasing fertility. Finally, in line with Pampel (2001), Kogel (2004) and Engelhardt and Prskawetz (2005) the study finds that time trend affects this negative relationship between female labor participation and fertility where the negative impact of the former on the latter decreases over time.
研究分析了女性就业对生育率的影响。本研究以1990-2011年29个发展中国家为样本，采用Prais-Winsten回归程序、面板修正标准误差和自回归误差的面板生育率回归规范，估计了女性劳动参与率对生育率的影响。为了找出具体的国家因素，该研究使用主成分分析估算了一个家庭政策指数，该指数由三个重要的家庭政策变量组成，包括:母亲带薪休假的时间(周)、母亲带薪休假的工资替代(%)和母乳喂养的覆盖时间(年)。此外，为了提取固定效应和时间效应，研究还包括地理位置(纬度)和时间效应。实证结果证实了Engelhardt和Prskawetz(2005)的发现，即女性劳动力参与率的提高对生育率有负面影响，并且这种负面影响随着时间的推移而减弱。此外，研究结果还表明，更灵活的计划生育政策，如延长母亲带薪休假的时间，提高母亲带薪休假的工资替代比例，以及延长母乳喂养覆盖范围，有助于提高生育率。最后，与Pampel(2001)、Kogel(2004)和Engelhardt and Prskawetz(2005)的研究一致，研究发现时间趋势影响了女性劳动参与与生育率之间的这种负向关系，前者对后者的负向影响随着时间的推移而减弱。
{"title":"Fertility and Female Employment: A Panel Study on Developing Countries","authors":"Noha Emara","doi":"10.11114/AEF.V3I2.1381","DOIUrl":"https://doi.org/10.11114/AEF.V3I2.1381","url":null,"abstract":"The study analyzes the effect of female employment on fertility rate. Using panel fertility regression specification with Prais-Winsten regressions procedure, panel-corrected standard errors, and autoregressive errors on a sample of 29 developing countries over the period 1990-2011, the study estimates the effect of female labor participation on fertility rate. To pick up country-specific factors, using the principal component analysis, the study estimates a family policy index that consists of three important family policy variables including: Duration of paid leave for mothers (weeks), wage replacement of paid leave for mothers (%), and length of breast feeding coverage (years). Furthermore, to pick up fixed effects and time effects, the study includes geographic location (latitude) and time effects. The empirical results confirm the finding of Engelhardt and Prskawetz (2005) that the increase in female labor force participation rate has a negative impact on fertility and that this negative effect is decreasing over time. Also, the results suggest that more flexible policies toward family planning such as longer duration of paid leave for mothers, higher percentage of wage replacement of paid leave for mothers, and longer breast feeding coverage help in increasing fertility. Finally, in line with Pampel (2001), Kogel (2004) and Engelhardt and Prskawetz (2005) the study finds that time trend affects this negative relationship between female labor participation and fertility where the negative impact of the former on the latter decreases over time.","PeriodicalId":319092,"journal":{"name":"ORG: Employee Selection Process (Topic)","volume":"35 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-02-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115960517","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In many organizations the measurement of job performance can not rely on easily quantifiable information. In such cases, supervising managers often use subjective performance evaluations. We use laboratory experiments to study whether the way employees are assigned to a manager affects managers’ and co-employees’ subjective evaluations of employees. Employees can either be hired by the manager, explicitly not hired by him and nevertheless assigned to him or exogenously assigned to him. We present data from three different treatments. For all three we find escalation bias both by managers and by co-employees. Managers exhibit a positive bias towards those employees they have hired or a negative one towards those they have explicitly not hired. Managers’ and employees’ biases are connected. Exogenously assigned employees are biased in favor of employees hired by the manager and against those explicitly not hired.
{"title":"Hiring and Escalation Bias in Subjective Performance Evaluations: A Laboratory Experiment","authors":"A. Angelovski, J. Brandts, Carles Solà","doi":"10.2139/ssrn.2368478","DOIUrl":"https://doi.org/10.2139/ssrn.2368478","url":null,"abstract":"In many organizations the measurement of job performance can not rely on easily quantifiable information. In such cases, supervising managers often use subjective performance evaluations. We use laboratory experiments to study whether the way employees are assigned to a manager affects managers’ and co-employees’ subjective evaluations of employees. Employees can either be hired by the manager, explicitly not hired by him and nevertheless assigned to him or exogenously assigned to him. We present data from three different treatments. For all three we find escalation bias both by managers and by co-employees. Managers exhibit a positive bias towards those employees they have hired or a negative one towards those they have explicitly not hired. Managers’ and employees’ biases are connected. Exogenously assigned employees are biased in favor of employees hired by the manager and against those explicitly not hired.","PeriodicalId":319092,"journal":{"name":"ORG: Employee Selection Process (Topic)","volume":"43 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-12-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116870134","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In Chapter 4 of the General Theory, Keynes discusses the units of measurement he will be using in the remainder of the book, in particular his reason for measuring in nominal rather than real terms, objection to aggregate measures of real output and physical capital stock, and his concept of wage units, which is a source of difficulty in following bits of the later exposition. Chapter 5 introduces expectations and discusses the role of short run expectations in determining the behavior of firms and of economic aggregates.
{"title":"Lectures on John Maynard Keynes' General Theory of Employment, Interest and Money (4): Chapter 4, 'The Choice of Units'; Chapter 5, 'Expectations as Determining Output and Employment'","authors":"B. Ferguson","doi":"10.2139/ssrn.2313440","DOIUrl":"https://doi.org/10.2139/ssrn.2313440","url":null,"abstract":"In Chapter 4 of the General Theory, Keynes discusses the units of measurement he will be using in the remainder of the book, in particular his reason for measuring in nominal rather than real terms, objection to aggregate measures of real output and physical capital stock, and his concept of wage units, which is a source of difficulty in following bits of the later exposition. Chapter 5 introduces expectations and discusses the role of short run expectations in determining the behavior of firms and of economic aggregates.","PeriodicalId":319092,"journal":{"name":"ORG: Employee Selection Process (Topic)","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132109613","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2012-06-01DOI: 10.1111/j.1468-2389.2012.00594.x
R. Landers, P. Sackett
A concern about unproctored Internet‐based testing (UIT) without follow‐up verification is that because applicants are able to cheat when completing tests, test validity decreases to an unknown extent. However, this view ignores a potential advantage to UIT: Should UIT increase applicant pool size, an organization with a fixed goal in terms of the number of candidates to advance to the next stage of the hiring process can increase the cutoff score and thus be more selective. In this study, a simulation was conducted to determine if this advantage outweighs the cheating disadvantage in the prediction of job performance. When the applicant pool is increased substantially through UIT, job performance outcomes are often higher even when many applicants increase their test scores through cheating.
{"title":"Offsetting Performance Losses Due to Cheating in Unproctored Internet‐Based Testing by Increasing the Applicant Pool","authors":"R. Landers, P. Sackett","doi":"10.1111/j.1468-2389.2012.00594.x","DOIUrl":"https://doi.org/10.1111/j.1468-2389.2012.00594.x","url":null,"abstract":"A concern about unproctored Internet‐based testing (UIT) without follow‐up verification is that because applicants are able to cheat when completing tests, test validity decreases to an unknown extent. However, this view ignores a potential advantage to UIT: Should UIT increase applicant pool size, an organization with a fixed goal in terms of the number of candidates to advance to the next stage of the hiring process can increase the cutoff score and thus be more selective. In this study, a simulation was conducted to determine if this advantage outweighs the cheating disadvantage in the prediction of job performance. When the applicant pool is increased substantially through UIT, job performance outcomes are often higher even when many applicants increase their test scores through cheating.","PeriodicalId":319092,"journal":{"name":"ORG: Employee Selection Process (Topic)","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132883491","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2012-03-01DOI: 10.1111/j.1468-2389.2012.00580.x
Bryan D. Edwards, Winfred Arthur Jr, Leonardis L. Bruce
Multiple‐choice (MC) tests are arguably the most widely used testing format in applied settings. In the psychometric and education literatures, research on the optimal number of options for knowledge and ability MC tests has revealed that three‐option tests are psychometrically equivalent and, in some cases, superior to five‐option tests. In addition, there are a number of practical, economic, and administrative advantages associated with the use of three‐option MC tests. Yet, despite its advantages, the three‐option format is underutilized in personnel selection. Across two studies, we compared test‐taker perceptions, criterion‐related validity, and sex‐based subgroup differences, and in Study 1, we compared race‐based subgroup differences on three‐ and five‐option tests. Participants in the two studies completed a three‐ or five‐option version of ACT. Test perceptions, criterion‐related validity, and race‐ and sex‐based subgroup differences were similar across test formats. The implications for the expanded use of three‐option tests in applied settings and future directions for research are discussed.
{"title":"The Three‐Option Format for Knowledge and Ability Multiple‐Choice Tests: A Case for Why it Should Be More Commonly Used in Personnel Testing","authors":"Bryan D. Edwards, Winfred Arthur Jr, Leonardis L. Bruce","doi":"10.1111/j.1468-2389.2012.00580.x","DOIUrl":"https://doi.org/10.1111/j.1468-2389.2012.00580.x","url":null,"abstract":"Multiple‐choice (MC) tests are arguably the most widely used testing format in applied settings. In the psychometric and education literatures, research on the optimal number of options for knowledge and ability MC tests has revealed that three‐option tests are psychometrically equivalent and, in some cases, superior to five‐option tests. In addition, there are a number of practical, economic, and administrative advantages associated with the use of three‐option MC tests. Yet, despite its advantages, the three‐option format is underutilized in personnel selection. Across two studies, we compared test‐taker perceptions, criterion‐related validity, and sex‐based subgroup differences, and in Study 1, we compared race‐based subgroup differences on three‐ and five‐option tests. Participants in the two studies completed a three‐ or five‐option version of ACT. Test perceptions, criterion‐related validity, and race‐ and sex‐based subgroup differences were similar across test formats. The implications for the expanded use of three‐option tests in applied settings and future directions for research are discussed.","PeriodicalId":319092,"journal":{"name":"ORG: Employee Selection Process (Topic)","volume":"191 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132575061","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This is the first study providing evidence of a new form of discrimination, implicit discrimination, acting in real economic life. In a two-stage field experiment we first measure the difference in callbacks for interview for applicants with Arab/Muslim sounding names compared to applicants with Swedish sounding names using the correspondence testing methodology. In the second stage of the experiment we measure, for a sample of the recruiters involved, their explicit and implicit attitudes/performance stereotypes by the means of explicit questions and the implicit association test (IAT). We find (i) only weak correlations between explicit attitudes/performance stereotypes and implicit performance stereotypes but (ii) a strong and statistically significant negative correlation between the implicit performance stereotypes and the callback rate for an interview for applicants with Arab/Muslim sounding names, but not for applicants with Swedish sounding names. These results indicate that implicit discrimination acts differently compared to explicit discrimination and that it is an important determinant of the hiring process.
{"title":"Implicit Discrimination in Hiring: Real World Evidence","authors":"Dan‐Olof Rooth","doi":"10.2139/ssrn.984432","DOIUrl":"https://doi.org/10.2139/ssrn.984432","url":null,"abstract":"This is the first study providing evidence of a new form of discrimination, implicit discrimination, acting in real economic life. In a two-stage field experiment we first measure the difference in callbacks for interview for applicants with Arab/Muslim sounding names compared to applicants with Swedish sounding names using the correspondence testing methodology. In the second stage of the experiment we measure, for a sample of the recruiters involved, their explicit and implicit attitudes/performance stereotypes by the means of explicit questions and the implicit association test (IAT). We find (i) only weak correlations between explicit attitudes/performance stereotypes and implicit performance stereotypes but (ii) a strong and statistically significant negative correlation between the implicit performance stereotypes and the callback rate for an interview for applicants with Arab/Muslim sounding names, but not for applicants with Swedish sounding names. These results indicate that implicit discrimination acts differently compared to explicit discrimination and that it is an important determinant of the hiring process.","PeriodicalId":319092,"journal":{"name":"ORG: Employee Selection Process (Topic)","volume":"38 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2007-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117081006","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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