ORGANIZATIONAL RECRUITMENT ACTIVITIES AND APPLICANTs' REACTIONS AT DIFFERENT STAGES OF THE RECRUITMENT PROCESS

TLDR

Organizational recruitment activities are hypothesized to influence applicants’ perceptions of the organization independently of job attributes such as location, salary, and title. The study aims to propose improvements to recruitment programs and identify directions for future research. A correlational field design was employed to evaluate applicant reactions across a five‑stage recruitment process. Recruitment activities affected applicant reactions only at the initial interview, whereas job attributes predicted reactions at all subsequent stages, and none of the three hypothesized moderators—offer comparability, work experience, or labor market opportunities—had an effect.

Abstract

Organizational recruitment activities have been hypothesized to affect applicants' reactions to the organization, independent of effects exerted by the job attributes associated with the position (e.g., location, salary, title). This research utilized a correlational design and a field setting in assessing applicants' reactions to a five‐stage recruitment program. Recruitment activities were significantly related to applicants' reactions only at the initial interview stage. Conversely, job attributes emerged as significant predictors of applicants' reactions at each of the four recruitment stages where they were assessed. No support was found for three hypothesized moderating variables–the perceived comparability of job offers, applicants' work experience, and their labor market opportunities. Suggestions for strengthening organizational recruitment programs and for directing further research are discussed.