Organizational Recruitment and Socialization

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Organizational Recruitment and Socialization

Organizational Recruitment and Socialization
In contemporary society demographics are changing as older individuals are working beyond retirement and businesses are seeing more diversity among its workforce. These changes bring forth the importance of research studies for organizational psychologists in examining the current psychology of new employees along with current organizational systems, such as recruitment and selection and socialization. Organizational success is contingent upon employee performance (skills and knowledge), relational dynamics among and between lower and upper-level (socialization), and retention of qualified staff (job satisfaction) (Jex & Britt, 2008). Organizations are more likely to provide quality services, increase performance, and gain sustainability when they are successful in recruiting and selection, provide engaging socialization methods, and continue to conduct research on the needs of new employees along with developing methods or strategies to meet those needs. Recruitment process: An Organizational and Applicant Perspective The objective of recruiting, according to an organizational perspective, is to generate a high number of qualified applicants whereby administrators select applicants who will a) provide the best opportunity of success for the company and b) remain with the organization for a longer term. This process begins with attracting qualified applicants. The recruitment and selection process is bidirectional because as much as organizations are assessing applicants, so are applicants evaluating prospective employers. Organizations that have evaluated organizational needs, including job tasks and future loss of employees because of retirement, are more likely to make better decisions during the hiring process. Recruitment can take place through online websites, on college compasses, advertisements, and within the organization. Public image and societal views of an organization is important because employees are evaluating companies and becoming more selective with whom they apply (Jex & Britt, 2008). Taylor (1993) contends that selecting new employees with high academic knowledge and experience is common among all organizations. Selecting the best professionals within the field of nursing is more difficult given the diversity of educational backgrounds and clinical backgrounds. Taylor developed a selection model that a) has a formally developed list of questions, and b) interview questionnaires are conducted by a selected group of veteran employees. Interview questions are written in a manner in which answers will provide information on personal characteristics. Taylor’s hypothesis is that current members have foundational knowledge of personal characteristics needed to develop within the organization. Conducting interviews by those who are part of the work force adds more probability in hiring the most successful people (Taylor, 1993). Applicants who are armed with information about an organization and are knowledgeable about career interests, personal, and professional values, and beliefs are more apt to make more productive choices when selecting and applying for employment opportunities. From the applicants perspective they too are gathering knowledge about organizations and evaluating their fit into an organization. Jex and Britt (2008) contend applicants are evaluating prospective employers much like assessing and evaluating the purchase of expensive merchandise. Applicants attempt to gather data on organizations as a means of assessing personal and professional compatibility. Value congruency is one important factor for new employees. According to Schneider’s (1987) Attraction-Selection-Attribution approach, applicants and knowledgeable are attracted to and remain with companies with cultures congruent with their personality characteristics (as cited in Jex & Britt, 2008). An example...
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