A Critical Appraisal and Future Research Directions, Research Paper Example

Introduction

Over the past few years, educational practitioners and Human Resource Managers have studied and implemented the use of Realistic Job Previews (RJPs) in selection and recruitment. RJPs are commonly used when the candidate has accepted the job offered and provides information to the applicants including the positive and negative factors of the position. Implementation of Realistic Job Previews (RJP) is a recruiting tool used in the selection of new employees, as well as the process of retaining good candidates. It can be used with existing employees in regards to performance, selection, and retention of new roles within an organization. RJPs are argued to have a direct impact on employee attitudes and behaviors. Applicants of RJP are likely to turn down a job offer, for instance, selection than those, not in an RJP group. Therefore, in performance, selection and retention, RJP has substantial influence on employee turnover; in that RJP mentored employees might fail to recognize positive job attitudes (Gupta and Shaw, 2014, p. 3). This research focuses on addressing the benefits and opportunities of the Realistic Job Previews (RJPs) theory and how human resources can use it in the recruitment process.

The Problem

The problem of RJPs is subsequent research on how many organizations lack the correct standards in conducting RJPs in order to select and retain quality candidates. For that reason we look at past research that follows the attitudes of employees, satisfaction, and retention of the selected employees. For instance research by Robbins and Robbins (2011, p. 45) has found that out that there are beneficial effects on employee’s attitudes even when the organization adopts RJP. Due to multiple RJP tests, these employees feel that the organization might not be open and honest with them. Nonetheless, if well implemented, RJP increases the aggregate employee satisfaction, in that employee feel that they are welcome in a greater socialization agenda (Fuqua, 2011, p. 26). While earlier RJP approaches were concerned in socializing new employees into the higher work parameters, current methods are centered on the role socialization as one that amounts to complex interactions between information seeking and sense making process. Significant measure of exploration has been conducted on the effect RJPs have on employment candidates’ desires, fulfillment, and representative retention. Research has demonstrated the significance of RJPs in the enrollment capacity. (Schruers, Syed, 2011) RJPs support the needs required by the candidates by gathering a group of talented individuals and enhancing their enthusiasm for the position in the anticipation that they will accept the offer for the job. In the wake of investigating the impression of people, research has also upheld the utilization of a more structured and standard view of RJP. Likewise kept up their utilization in case they are recruited, selected, and promoted throughout the organization. (Adeyemi-Bello, Mulvaney, 1995) Nevertheless, research has launched a boundless unique recruitment model. However, the model has scrutinized the viability on the utilization of RJPs. Correspondingly, research dismissed the utilization of RJPs and contended that the individual contrasts impact the way the data for RJPS is collected. (Buda, Chanov, 2003)

The Purpose

In today’s competitive business world, it is reasonable to HR experts to understand that as they are interviewing an applicant the applicant is also interviewing them to see if the company is a good fit. RJPs are a critical piece of the process for recruitment. RJPs provides the promising definite data about the occupation so the applicant can choose employment that is best for them. RJPs should depict an acceptable picture to the candidate showing them the benefits and negative aspects of the occupation to be effective. It is an essential piece of the staffing process in determining in which provides the best insight for the applicant in the hopes of being hired.

Literature Review

A few specialists accept that if the data given to the applicants in an RJP is exact, then it will be simple for them to choose whether the occupation is or is not ideal for them. By utilizing the methodology of RJP, it reduces the number of the applicants who do not wish to pursue a career in that field or specific position. This helps organizations considerably and assures applicants about the role they are applying for. The concerns of the organization and the potential candidate are more apparent with methodology of RJP. In addition, the applicant can investigate the agreement appropriately. These candidates are a solid match for the position as they proceed with the application process.

Benefits of RJPs

In order for organizations to assess the plan of selecting and retaining good employees, steps need to be followed. This is to help the organization fully utilize the tool, which has been in the past commonly misused, or underused by managers. There has been an extensive amount of analysis completed by specialists on the effectiveness of the RJPs. For example, there has been an overwhelming connection to the current speculations of ‘unmet desire’ or satisfaction with the job, and willful turnover. The relationship between candidates’ employment acknowledgment, turnover, and post work fulfillment is self-evident. These are the perceptions of how their needs and requirements of the job will be met at work. The study suggests that RJPs have an effect on the choice of employment seekers to acknowledge or reject job offers if the position satisfies their needs. In the event, that those considerations are legitimate than organizations would anticipate a lower amount of turnover with the use of RJPs. For example, the motivation behind why superintendents use practical job reviews is because it is expected that the RJP will have greater success with offer acceptance and subsequently lower turnover. The reasons that RJPs have an effect on employee fulfillment according to Breaugh  is that he portrays them as met desires, capacity to adapt, demeanor of trustworthiness and decision toward oneself (Breaugh 1983).

With respect to meet desires, Breaugh accepts that presentation to an RJP could give the prospective candidates a more reasonable picture of the employment. At the point when their experience at work to be fulfilled and less inclined to leave willfully. Another benefit that RJPs offer is the potential effect on turnover and satisfaction by enhancing the new worker’s capacity to adapt to the requirements of the new position. The belief is that workers who are made aware of the issues at work are better equipped to adjust to them when they emerge, and in this manner, less inclined to quit. A third benefit of RJPs is that they convey a “demeanor of genuineness” to candidates. New workers are likely to feel more dedicated to their employment decision.

As indicated by researchers, unmet desire has been characterized by the irregularity between experiencing positive and negative occurrences at work and the components the occupation candidate is relied upon to meet. (Richardson, McBey, and McKenna, 2008) Similarly, examination confirmed the irregularity between employee perceptions and reality. (Schreurs, Syed, 2011) Mulvaney and Adeyemi-Bello launched the preparatory desire with respect to the new occupations is nearly identified with reality. Consequently, they utilized similar methodology. They agreed to the candidates’ desires too much and because they changed so often among individuals that organizations were supporting unrealistic desires by giving data on just certain parts of the job. There was also the irregularity of the correspondence and viable encounters of the employment candidates if RJPs are not feasible utilized by associations. Consequently, the occupation candidates’ desires will be unmet. McKenna, McBey, and Richardson, (2008) came to the hypothesis of unfulfilled desire is more anticipated that would be amicable with the elements the employment candidate is required to meet.

The Problems of the Lack of RJPs

The problems and challenges that many organizations faced when they do not implement RJPs that are properly conducted is indicated in the low levels of retention, job satisfaction, and performance. Researchers stated that those positions that do not use RJPs reduce an employee’s ability to feel fulfilled at work. This impacts the ability for employers to retain otherwise suitable candidates that are already skilled and experienced in the positions. Researchers have confirmed that unmet desires lead to low employment satisfaction in the RJP practice. Analysis demonstrated that essential reasons for work disappointment happened because there was a big difference between what the candidate anticipated that the employment would be, and their actual job requirements. Also, consider that the hypothesis of unmet desire causes the impacts of RJPs that prompts high intentional turnover (Schreurs, Syed, 2011). Additional studies found that there were lower turnover rates from occupation candidates’ that gotten RJP in exploratory groups in correlation to control the groups. Correspondingly, Dugoni and Ilgen (1981) examination supplied data for the case that the use of RJPs lower turnover. They suggested RJPs might be further fruitful if the data is reasonable and stretched out from work investigation (Schreurs, Syed 2011). In the light of the fact that a more practical enrollment can create a positive effect on speculations of turnover and occupation fulfillment. Besides, the past investigations of RJPs are contrasted and the studies presently. Research from Breaugh, demonstrated confinements of recent RJP research; in this way, future bearings for examination were prescribed.

Correspondingly, Mulvaney and Adeyemi-Bello procedure likewise showed constraints and endeavored to answer different unanswered inquiries regarding RJPs. It was found in the study that RJPs were not the response for enrolling and determination issues. Nevertheless, the result of the examination concluded that the association under suitable conditions could successfully utilize RJPs. Moreover, McKenna, McBay, and Richardson, exploration strategies were a subjective investigation of workforces in Canadian colleges utilizing meetings, RJPs, and reasonable living conditions reviews (RLCP) to analyze encounters of enlistment. The results of this system finished the requirement for sensible enrollment. Syed and Schreurs added to a model for representative recruitment. The result of the model prescribes that people’s recognitions control employment look conduct. The antiquated studies above have endeavored to contrast the unanswered inquiries by giving conceivable headings to future examination. Be that as it may; ebb and flow studies are favored subsequent to the approach, and exploration are more far reaching.

Case Studies on RJPs

To comprehend the writing on RJPs, the discoveries must be connected to models and careful investigations. Schreurs and Syed (2011), the developments will be linked with a military connection. Additionally, Dhanesh (2014) and for a situation study of Indian Software organizations. Schreurs and Syed first proposed an enrollment demonstrate that fused candidate and association’s viewpoints. Then this model was connected in a military setting to accentuate its handiness in the recruitment process. The model prescribes that people’s comprehensions (observations) control work interest conduct. The researchers grouped three conceivable enlistments organizes and connected these phases to a military connection. Stage one was creating candidates in a military context; this phase is the place there are endeavors to persuade conceivable candidates to seek the military. In addition, the next phase is keeping up candidate status. Within this phase, there are efforts to keep up candidates pulled in the employment and induce them to acknowledge the occupation. The last step is occupation decision where military candidates settle on a decision to go today of enlistment. This model was discovered to be valuable in enrollment forms as it helped strengthen authoritative enlistment programs.

In addition, Dhanesh, examination was on Corporate Social Responsibility (CSR), and HR hones on five Indian programming organizations. Their study of utilization of RJPs made utilizing current representatives, as candidates were useful. They guaranteed candidates would be more prevalent as their new occupation position will support them to make straightforward moves into their work environment.  This research endeavor left upon the hypotheses talked about over, the detailed analysis indicated there were fewer desires unmet, lower job disappointment that prompt lower intentional turnover. Accordingly, Dhanesh careful investigation on utilization of RJPs uncovered the focal points of utilizing current representatives for new occupation candidates.

In looking at the work of Fuqua (2011), he invested the employee retention and satisfaction in long-term care. His case study looks at the comparisons between two companies, in which were impacted by operational and strategic management decisions, and differences in hourly pay rates, length of service, age, sex, and race are analyzed. This is indicated by the differences in organizational and management, which contribute to the variations in employee retention and satisfaction.  In long-term organization’s strategic and operational management, retention and satisfaction is often looking at the industries of Healthcare Administration (MHA), and Health Care Management (HCM) programs. Employees are often allowed to make decisions based on their management skills that lead to practices of the best business. In looking at the organizational differences between the two organizations, have the same market service and geographic space areas, with the same demographics of employees, however, have differences in traditional measures. (Fuqua, 2011) The differences in management extend to the decision-making and the style. A CEO governs one company, and a smaller 4-member governance team governs the second. They are similar directional strategies that include the vision and mission statements, but one emphasizes family while another emphasizes commitment to employees and patients.

RJPs Organizational Purpose

In regards to realistic job reviews, each organization relies on different means to retain patients and employees. The first company built on the HR system to coincide with their enterprise systems and financial department. While the second company relies on the human capital system to be implemented with their financial systems. The second company seems to place priority on the employee value while the first one favors the profitability over their employees. (Fuqua 2011) In looking at the employee satisfaction that is majority women and minority demographic at both locations, one company that had higher job satisfaction and retention, also had better supervisors. Pay also had a lot to do with job satisfaction and retention, in which lower average pay had lower satisfaction. Even looking at this case study there are several factors that need to be examined further including the leadership of the organizations, and how long-term care industry is impacted by retention and employee turnover.

Measurements on which RJPs vary incorporate the organization, the measure and timing of negative data exhibited. For instance, concerning arrangement, one may browse changing media organize, a composed RJP, talked by an occupation occupant, or spoke to a manager. The presentation’s timing is an alternate measurement on which RJPs contrast. A few RJPs are introduced when the candidate reaches the association, additional applicants when the offer has been extended, and for few when they begin their employment. The measure of negative data introduced can differ. Past exploration has showed that these components affect the influence of the RJP on the results. RJPs can be useful because they are moderately economical to create and actualize. What’s more when the impacts of RJPs on execution, turnover, and occupation fulfillment are little, the monetary funds in choice and turnover expenses can be vast. Studies that have analyzed the impact of RJPs on employment attainment may have discovered blended results because of the fluctuating lengths of time members were utilized or taking a shot at the assignment. Furthermore, Breaugh, as well as several others measured employment fulfillment after a more extended period of employment; one may have more trust in their outcomes and the help they have sought for the met desires speculation. In this way, it is conceivable that met desires are in charge of workers encountering enhanced occupation fulfillment.

Conclusion

In looking at this literature review and the overall research, the numerous sources used in looking at the use of Realistic Job Previews (RJPs). As well as other mitigating factors found that many have criticized the effectiveness of the tool. There have been many limitations and inconsistencies in the practical unmet expectations, what leads to job dissatisfaction, and communication, they are others who see its usefulness. This all-encompassing factor hinders organizations from being able to recruit, hire, and maintain quality experienced and skilled employees that keep the success of the organization on-going. In looking at the proposed model used in looking at the qualitative results, these case studies and information presented shows; RJPs can be used to keep the organization successful. By weeding out new hires that have unrealistic expectations, information that is unfavorable and favorable will be provided to the job applicant, and be able to hire the skilled candidate that is right for the position.

While earlier RJP approaches were concerned in socializing new employees into the higher work parameters, current methods are centered on the role socialization as one that amounts to complex interactions between information seeking and sense making process. Thus, RJP are proven to have positive effects in that conditions of interventions have an increased positive impact on how employee perceive a given job discipline. By implementing RJP, organizations are in a position to pursue innovations and changes, thus achieving a wider corporate success. This includes legal, social, economic and technological endeavors. Additionally, RJP improves communication thus enabling timing, setting and medium within the organization. In fact, Dhanesh (2014, p. 130) believes that RJP persuasive communication increases the overall organizational interactivity. Conversely, corporate interactivity encourages accuracy within the different department. Thus, the organization realizes its goals in a decisive way. For that reason, employees feel motivated thus expanding the overall organizational outcomes. In order for organizations to retain experienced employees, they must do their due diligence in improving their RJP techniques, that match the modern approach to HR, as well as recruiting new talent. These benefits outweigh the challenges for organizational performance improvement. In summary, future research should be centered on schemes of integrating RJP positively inside the organization.

References

Adeyemi-Bello, T and Mulvaney, W (1995). The Development and Administration of Realistic Job Previews. Equal Opportunities International, vol. 14, no. 5, pp. 1–7.

Breaugh, A. James (1983). Realistic Job Previews: A Critical Appraisal and Future Research Directions. Academy of Management Review, vol. 8, no. 4, pp. 612–619.

Breaugh, James, Suszko, Mary. (1986). The Effects of Realistic Job Previews on Applicant Self-Selection and Employee Turnover, Satisfaction, and Coping Ability. Journal of Management. Retrieved from http://mba-studygroup.wikispaces.com/file/view/The+effects+of+realistic+job+previews+on+applicant+self-selection+and+employee+turnover,+satisfaction,+and+coping+ability_MK+Suszko+and+JA+Breaugh.pdf

Bourgeois, Natalie. (2003). Factors Influencing The Effects of Realistic Job Previews on Applicant Judgments of Organizational Attractiveness. LSU. Retrieved from http://etd.lsu.edu/docs/available/etd-0401103-155852/unrestricted/Bourgeois_thesis.pdf

Buda, R, Charnov, B. H. (2003). Message Processing in Realistic Recruitment Practices. Journal of Managerial Issues. Vol. 15, no. 3, pp. 263 – 302.

Dhanesh, G. (2014). CSR as Organization-Employee Relationship Management Strategy: A Case Study of Socially Responsible Information Technology Companies in India. Management Communication Quarterly, 130-149.

Fuqua, R. (2011). Retention and Employee Satisfaction: A Case Study in Long Term Care. International Journal of Human Resource Studies,4(2), 25-41.

Gupta, N., & Shaw, J. (2014). Employee compensation: The neglected area of HRM research. Human Resource Management Review, 1-4.

Larson, Sheryl, O’Nell, Susan, Sauer, John. (n.d). What is This All About? UMM. Edu. Retrieved from https://ici.umn.edu/products/docs/Staff_Recruitment_book/Ch_3.pdf

Richardson, J, McBey, K, McKenna, S. (2008). Integrating realistic job previews and realistic living conditions previews: Realistic recruitment for internationally mobile knowledge workers. Personnel Review, vol. 37, no. 5, pp. 490–508.

Robbins, S., Robbins, S. (2008). The truth about managing people (2nd ed., New ed.). Upper Saddle River, N.J.: Pearson Education/FT Press.

Schreurs, B. H. J., Syed, F. (2011). Battling the war for talent: an application in a military context. Career Development International, vol. 16, no. 1, pp. 36–59.