organizational recruitment process

Procedia Economics and Finance 3 ( 2012 ) 415 – 419

Selection and peer review under responsibility of Emerging Markets Queri\

es in Finance and Business local organization.

doi: 10.1016/S2212-5671(12)00173-6

Emerging Markets Queries in Finance and Busines s

reputation during the recr uitment interview proces s

Io an Pa stor a,*

Petru Maio r University, str Nicolae Iorga, no. 1,Tîrgu Mur e, 540088 ,RO MA NIA

Abstra ct

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 accept ance 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 orga nizati on to succeed

promoting the reputation of the organization .

Markets Queries in Finance and Business local organizatio n

Keywords: reputation, recruitment process, interview

1.Main t ext

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 mark et was form ed an dit

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

Available online at www.sciencedirect.com

Selection and peer review under responsibility of Emerging Markets Queri\

es 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 peop le 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 meetin g 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 th e process of recruitment and selection of the personnel.

Most of the organizations, no matter their size, us e 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 organizati on 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 consideratio n 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 efficie ncy, security and val idity 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 inter rogatory, 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 fo recast 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 th e 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 prop osed for selection will affect the success of the

management practices of future human resources. Theref ore, the ability of the management practices of human

resources of having a positive impact on organizational ef ficiency 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 w ill 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 inter viului 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 re sources, 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 attractiv e 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 de velops and the labour force is not sufficient, competition between the

constitutive entities of this sector will be high. Ther efore, efficacy and efficiency in attracting the most

qualified candidates depends on the qualitative advant age. 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 sour ce of

related to the job they want, overlap to an extent that ex ceeds the traditional limits of the considerations of jobs,

and, moreover, these preoccupations are more r obust when the labour market favours sellers.

It is worth mentioning what we understand by organ izational reputation. In order to do this, we need to

make a difference between reputation and identity, two di fferent evaluations of the sa me concept. Identity

refers to the acknowledged attributes of an organizatio n 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 th e 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 othe r 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 interview ed 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 reputati on 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 reputatio n (the way of

treating customers). There are numerous aspects of the co ntext, 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. Ba sed 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 hi ghly unfavorable for organizations to use their reputation in

order to manipulate candidates to apply for a job when ther e are premises that they will not be s atisfied or in

order to attract candidates that are no t 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 lo wer 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 organ ization on the labor market, information related to

reputation, will influence and determine a more efficien t 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 inform ed process of making decisions of the candidates. Such

eral work volume of the human resources inherent at

the beginning when entering the organization. Secondly, th e 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-o rganization matching has been a stro ng motivator for the application act,

beside the more informed processes of making decisi ons of the applicants, as a result of promoting the

reputation by those who recruit candidates. Thirdly, staf f turnover will be lower because the recruitment and

selection stages have worked more efficiently. Anothe r characteristic that can be taken into consideration is

matching, better said the matching criteria of the j ob and the organization. By taking matching into

consideration, organizations try to mode rate the capacity of a person to fit the requirements of the tasks

associated with the job and their compatibility with th e 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 compan y is surely the most important informational link for

those from the outside. The relationship between reputatio n 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 pe rson-job matching, as well as the person-organization

t at different levels for different applicants.

probability of the job is using pers uasion 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 contrar y 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 candid ate and the interviewer may serve as moderators of the

relationship between using persuasion and job acceptan ce, 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 ap plicants 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, th e relevant measure of attraction is the degree to which

candidates accept the job offers from the organizatio n. Some of the research carried out suggests that

information about the employer and people combined may be more important than information about the jo b 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 empl oyment 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 huma n capital increases, the reputation is convincing in terms of accepting the

job offers provided, it is unique. In other words, candid ates 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 j ob offers declines as human capital increases. The

relationship between an elaborate and sincere attempt to pr omote reputation and the acceptance of the job offer

will increase to the extent to wh ich 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 reasoni ng. 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 fram ework is that of aligning external built image with

identity. An interviewer tries to change what he th inks the candidate perceives about the company with

perceptions that are more similar to his own percep tions about the company. Using persuasion in the

recruitment interviews by promoting the organizational re putation will have a positive effect on the acceptance

of the job offer. The attempts of the interviewers of bein g persuasive will be more efficient when they approach

dimensions of reputation that are important for applicants, than when they approa ch other dimensions of

reputation.

and the external built image is related to the way in wh ich 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 or ganizational 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 organizatio n because their own reputations ar e linked to the one of

the firm.

2. Conclusions

The increased competition for the talents on the labour ma rket 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

Hodgson, S., 2006. Interviul de angajare. Polirom Publishing House, Ia i.

Pastor I., Petelean A., (2006). Managementul resurselor umane , Risoprint Publishing House, Cluj-Napoca.