Paper Summary:

The paper explores the implications of organizational psychology for the recruitment process from the perspectives of the organization and the prospective employee. The paper explains how organizations can better attract prospective hires by incorporating principles of organizational psychology into their recruitment strategy. The paper also describes the gradual process of organizational socialization for the employee and how organizational psychology can be applied to this process of socialization.

Outline:
Organizational Psychology and the Recruitment Process
Incorporating Organizational Psychology into Recruitment Strategy
Organizational Socialization
Incorporating Organizational Psychology into Employee Socialization

From the Paper:

"To the extent that other factors (such as the relative scarcity of available positions and an extremely delicate economic climate, for example) can be excluded, individuals seeking highly skilled employment also tend to do so in a manner described by elements of organizational psychology. Just as organizations seek to attract and hire employees who are a good "fit" for their organizations, individuals also look for employment within firms that they perceive to be a good match for their preferences, natural inclinations, and vocational (among other) values (Jex & Britt, 2002).
"Generally, entry-level new hires are more flexible in terms of the specific factors that draw them to a particular employer, mainly because they often have fewer options, but also because they usually have much less previous vocational experience with which to compare prospective organizations (Walker, Feild, Giles, et al., 2008). Meanwhile, more seasoned mid-career-level prospects tend to maintain much more specific and well-defined preferences. In addition to often having the luxury of negotiating from a stronger position, they have sufficient prior vocational experience to know exactly what aspects of organizational values, culture, or processes and procedures appeal to them as well as precisely how important different aspects of their work environment are to their overall vocational satisfaction (Walker, Feild, Giles, et al., 2008)."

Sample of Sources Used:

• Bernerth, J.B., and Walker, H.J. (2009). "Propensity to trust and the impact on social exchange: An empirical investigation" Journal of Leadership and Organizational Studies, 15, 217-226.
• Cooper-Thomas, H., Anderson, N. (2002). "Newcomer adjustment: the relationship between organizational socialization tactics, information acquisition and attitudes" Journal of Occupational and Organizational Psychology. Retrieved September 13, 2009 from HighBeam Research at: http://www.highbeam.com/doc/1G1-95911241.html
• Jex, S.M., and Britt, T.W. (2002). Organizational Psychology: A Scientist-Practitioner Approach. New York: Wiley & Sons.
• Orpen, C. (1993). "The effect of organizational cultural norms on the relationships between personnel practices and employee commitment" The Journal of Psychology. Retrieved September 13, 2009 from HighBeam Research at: http://www.highbeam.com/doc/1G1-14628778.html
• Walker, H.J., Feild, H.S., Giles, W.F., and Bernerth, J.B. (2008). "The interactive effects of job advertisement characteristics and applicant experience on reactions to recruitment messages" Journal of Occupational and Organizational Psychology, 81, 619-638.

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