EFFECTS OF ADVERTISED HUMAN RESOURCE MANAGEMENT PRACTICES ON ATTRACTION OF AFRICAN AMERICAN APPLICANTS

EFFECTS OF ADVERTISED HUMAN RESOURCE MANAGEMENT PRACTICES ON ATTRACTION OF AFRICAN AMERICAN... Student members of a national organization of African American engineers (n= 1019) and currently employed African American engineers (n= 303) responded to a hypothetical job advertisement differing by staffing policy (identity‐blind vs. identity‐conscious), advertised work characteristics (i.e., individual‐based vs. team‐based), and compensation system characteristics (pay based on individual performance vs. pay based on work‐group performance). Both groups of respondents reported being more likely to apply when the staffing policy was identity conscious (i.e., affirmative action) than when it was identity blind (i.e., equal‐employment opportunity). However, only the student sample reported being more likely to apply when the advertisement described team‐based work instead of individual‐based work. Both groups reacted negatively to the combination of individual‐based work and group‐performance based pay systems. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Personnel Psychology Wiley

EFFECTS OF ADVERTISED HUMAN RESOURCE MANAGEMENT PRACTICES ON ATTRACTION OF AFRICAN AMERICAN APPLICANTS

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Publisher
Wiley
Copyright
Copyright © 1999 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0031-5826
eISSN
1744-6570
DOI
10.1111/j.1744-6570.1999.tb00167.x
Publisher site
See Article on Publisher Site

Abstract

Student members of a national organization of African American engineers (n= 1019) and currently employed African American engineers (n= 303) responded to a hypothetical job advertisement differing by staffing policy (identity‐blind vs. identity‐conscious), advertised work characteristics (i.e., individual‐based vs. team‐based), and compensation system characteristics (pay based on individual performance vs. pay based on work‐group performance). Both groups of respondents reported being more likely to apply when the staffing policy was identity conscious (i.e., affirmative action) than when it was identity blind (i.e., equal‐employment opportunity). However, only the student sample reported being more likely to apply when the advertisement described team‐based work instead of individual‐based work. Both groups reacted negatively to the combination of individual‐based work and group‐performance based pay systems.

Journal

Personnel PsychologyWiley

Published: Jun 1, 1999

References

  • Pay preferences and job search decisions: A person‐organization fit perspective
    Cable, Cable; Judge, Judge
  • Person‐organization fit, job choice decisions, and organizational entry
    Cable, Cable; Judge, Judge
  • Attitudes toward affirmative action plans directed at Blacks: Effects of plan and individual differences
    Kravitz, Kravitz
  • The perceptions and usage of statistical power in applied psychology and management research
    Mone, Mone; Mueller, Mueller; Mauland, Mauland
  • Organizational attractiveness and individual differences: Are diverse applicants attracted by different factors
    Thomas, Thomas; Wise, Wise

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