Individual job‐choice decisions and the impact of job attributes and recruitment practices: A longitudinal field study

TLDR

The study investigates how job‑choice decisions are made and the role of effective and ineffective recruiting practices. The authors tracked job seekers through the search and choice process, conducting structured interviews at multiple points to elicit decision‑making factors. Results show that organizational attributes such as opportunities to meet multiple high‑level constituents, impressive site visits, and frequent prompt follow‑up positively influence job choice, while imposing a deadline has little effect, and the study offers practical recruitment recommendations. © 2003 Wiley Periodicals, Inc.

Abstract

Abstract The present research is intended to contribute to the understanding of how job‐choice decisions are made and the role of effective and ineffective recruiting practices in that process. The issues are examined by tracking job seekers through the job search and choice process. At multiple points in the process, structured interviews are used to elicit information from the job seekers pertaining to how they are making their decision and what factors play a role. Results provide theoretical and practical insights into the organizational and job attributes important to job choice, as well as how specific recruiting practices may exert a significant influence, positive or negative, on job‐choice decisions. For example, our findings reinforced the importance of providing job seekers the opportunity to meet with multiple (and high‐level) organizational constituents, impressive site‐visit arrangements, and frequent and prompt follow‐up. Also, imposing a deadline (i.e., “exploding offer”) showed little effect on job‐choice decisions. Recommendations for recruitment practice and continued research are provided. © 2003 Wiley Periodicals, Inc.