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This assignment is designed to enhance learners’ ability to apply the concept of realistic recruitment.

Explain Realistic Job Preview (RJP) and contrast it with Traditional Job Preview (TJP). Then, analyse the challenges faced by Realistic Job Preview (RJP) and give suggestions on how to improve the approach.

Understanding Realistic Job Preview (RJP)

A RJP (Realistic Job Preview is a recruitment approach adopted by the companies to communicate the significant aspects of the job prior to the offer of a position. Candidates evaluate such information against their own preferences (Meglino & DeNisi, 2010). For instance, a fast-paced job having frequent changing conditions is perceived as unattractive hob feature by some of the applicants, whereas other applicants see it as a desirable job feature. The insights like this are quite significant, particularly in the occupations where individuals might have limited information regarding the responsibilities & tasks of the job. Candidates might know less regarding the job that is being applied by them or they have inaccurate perceptions or expectations regarding the job. Standardized, consistent communication of both the undesirable & desirable aspects regarding the job to all the applicants is vital to safeguard merit system principles (Snyder & Cunningham, 2015).

Providing a well-designed Recruitment Job Preview to potential candidates during the application process may lessen turnover & enrich new employee commitment. The reason behind this is two march-ups arise when a new individual is hired (Meglino et’al 2013). The organizations matches the job requirements needed by them with the qualification of the person & the person match their needs with the particular requirement of the job & as well as organizational culture. Whereas the first match perhaps has the highest influence on performance, the second match has the highest impact on the job tenure & satisfaction (Popovich & Wanous, 2012).

In other words RJPs are the tools which are used in the early stages of the selection process of an employee to offer the potential candidates with information regarding both negative & positive aspects of the job (Premack & Wanous, 2015).

The physiological contract or employee exchange between the employee & employer is the heart of this concept. Getting hired after using the Realistic Job Preview, the candidate come into the contract with their eyes open, aware of what the company will offer them (i.e. culture, schedule flexibility, hours, pay, etc.) & also what is expected out of them (i.e. degree of physical risk, high urgency, interaction with customers, stress, late hours, etc.) (Janis & Meyer, 2009).

There could be high employee turnover when they are unpleasantly surprised by one of their job aspects, particularly if that aspect is specifically significant to them. For instance, if they come into a job with a thought that they don’t have to work on weekends, then they are immediately asked to come on a Saturday, it demoralises trust and there is a breach of psychological contract. The candidates that are better informed regarding the job requirements and who continue the process of application are more likely to be a good fit with the position, & the candidates who opt not to continue save their time pursuing with an organization or a job which is not fit for them. The organization which is hiring employees saves time on interviewing & testing the candidates that have strong chances of success (Meglino & DeNisi, 2014).

Contrasting RJP with Traditional Job Preview (TJP)

Recruitment Job Previews might take the form of videos (example PetSmart, Home Depot), short tests or testimonials. Irrespective of the format, effective recruitment job previews perfectly foreshadow the culture for which the applicant is signing up for. Other precarious elements comprises: Openness & candor; specificity (while evading a flood of information); illustrative visual representations of the working environment, preferably having employees performing the common jobs in actual; testimonials from the employees that are working in real and not from the actors (Roziner, 2008). Preferably, realistic job preview information must be centred on the things which matters most to the applicants’ demographic, parts of the culture or job which correlate with turnover & engagement (Irving & Meyer, 2009).

According to the researches, there is fairly small effect size, even for appropriately designed realistic job previews, with estimates which they can enhance rates of job survival ranging from 4-12 percent (Phillips, 2008). For big companies in transportation or retail industry which do mas hiring & experience new hire turnover above 200 per cent in a bulky population, a 4-12 percent difference could result in substantial monetary savings. Some experts estimate that realistic job preview screen out between 17 percent & 38 percent of the applicant (Salancik & Pfeffer, 2008).

Realistic job preview approaches provide an applicant with a more holistic view of the job, thus allowing the candidate to make an informed decision about whether they actually want the job or/and if they are suitable for the position’s requirement. As a consequence, the process of selection is more effective since individual that will leave the organization in initial months (or will be fired) are screened out, saving the time & money of the organization which is needed to refill the position. For the realistic job previews to become fruitful, it must outline all facets of the job. This information would permit the candidates to decide if the job is a good match for them so that they can plump if they really move forward with the job application.

Researches have depicted that providing realistic information about the job to candidates play a significant role in the process of socialization. What occurs early in the process of job hiring impacts the consequent behaviours & attitudes of new hires (Meglino et’al, 2013). A substantial amount of researches have been completed over past few decades on the impact of realistic job previews into three different, however highly interconnected fields:

  • Impact on job satisfaction
  • Impact on turnover
  • Impact on job offer acceptance

Challenges Faced by Realistic Job Preview (RJP)

The relationship between job satisfaction, turnover & job offer acceptance is obvious. All are related with the perception of the individual on how their needs will be met on the job. Researches also suggest that an enduring benefit of exposure to realistic job preview is high job satisfaction resulting from rarer surprises on the job & positive employer’s honesty perception on the process of recruitment (Meglino et’al, 2008).

Before developing a recruitment job preview, an organization must gather information regarding the job features, developing job description & identifying other elements which are unique to the organization. This information could be used in the realistic job preview. Overall the realistic job preview must:

  • Consist of information that candidates are unlikely to know or are likely to have an expectation which is unrealistic.
  • Present the image of the organization
  • What could an organization provide to new hires?
  • What are the unique things about the organization?
  • How would the organization be remembered by people?
  • Match something positive for each negative facet of the job
  • Start with positive, prevailing facets of the job, but should not hide the negative facets (Ilgen & Seely, 2014).
  • Describe what I should be done on the job & the reason for doing it .

Though the idyllic situation comprises of having the candidate interact with the individuals they would usually be working with, this is not always possible, specifically if a recruiting job preview is being used by initially in the process of application (Horner et’al, 2009). In few scenarios, companies make the video of the situation of the work or develop informational materials (Reilly et’al, 2009). Irrespective of the method adopted, it is important to inform the potential applicant the reason behind participating in the recruitment job preview to assist them in deciding if the job & organization is an appropriate match for them. Candidates which understand the objective of the recruitment job preview will feel more positive & will appreciate the efforts about the organization. Preferable, the recruitment job preview will happen prior offering the job to candidate & must give potential candidates with an opportunity to decide whether they desire to withdraw their application. This will result in saving money & time of the organization (Hutchison, 2007). The recruitment job preview must underline what makes the organization unique & the reason for the candidates to consider working for them instead of another company (Shore & Barksdale, 2008).

There could be various formats to present RJPs, comprising, written brochures, job tours, verbal presentations & videos. Each of these methods has their own disadvantages & advantages. Organizations should deliberate if certain formats will be more successful with a specific type of jobs or with a specific audience. Moreover it is important of consider the process of hiring a specific method of RJO would be most appropriate (Wanous, 2012).

There is a huge difference in traditional job preview and realistic job preview; both the approaches are quite different from each other. Some of the points have been discussed below:

Improving Realistic Job Preview (RJP)

Traditional Job preview is mostly considered as highly attractive to the applicants because under TJP only positive information is shared, Whereas, Realistic Job Preview is considered sometimes to be unattractive and sometimes as attractive because in RJP both the positive & negative information about the jobs shared (Suszko & Breaugh, 2013).

TJP sets the expatiations of the job too high, whereas the job expectations are set quite realistic in RJP.

The average of accepting the job offer is quite high in TJP, whereas the rate of acceptance of job offer is moderate in RJP (Shore & Wayne, 2013).

If the organizations are following TJP approach there might be experiences on the job might not meet with the expectations of the employees. In contrast, companies following the RJPs, the experience on job tend to meet the expectation of the employees, i.e. what they expected before joining the organizations with the actual climate of the organization or expectations which were informed to the employees by the recruiter during the recruitment process (Settoon et’al, 2012).

Following the TJPs might lead to create dissatisfaction amongst the employees regarding their job whereas, employees seems to be more satisfied in the companies following RJPs (Wanous, et’al, 2012).

Companies following RJPs have high rate of job survival, i.e. employee turnover is quite low and people tend to work with more zeal and for a longer duration of time with the organizations. Whereas, the companies adopting TJPs have low rate of job survival, which results in high employee turnover rate, which creates results in unnecessary re-recruitment cost and wastage of time (Blau, 2014).

  • Recruiters do not share recruitment job previews during interviews
  • Not asking the right questions
  • The nature of “realistic” information shared (in the field or in the lab research) is unclear.
  • Candidates constantly report desiring more particular, job-relevant information than they receive usually (Bretz & Judge, 2008).

Moreover, there are chances for RJPs to become more effective in order to eradicate turnovers.  The timings & presentation format of the recruitment job preview could be enhanced whether the real information is delivered later or early in the recruitment factor. Subsequently more precise topic must be addressed & sources of information used (example, obligatory versus human resource staff personnel) (Freedman & Fraster, 2006).

The RJP is centered on the notion of “self-selection”: Applicants are likely to decide if a job is fitting their expectations & interests in the long term (Breaugh directions). The mission of the organization is to provide candidates with the information regarding their future skills & the tasks that they will be requiring for the job- beyond what is mention in their job advertisement. Suitable formats for this could be blogs, videos or other interactive items like role plays where applicants could test their potentials (Eisneberger et’al, 2010).

Benefits of Realistic Job Preview (RJP)

RJPs could assist candidates prepare themselves psychologically, in addition to forming trust at the onset. Instead of painting a rosy picture, the organization hiring the employees are frank and this makes candidates feel like relying on the employers words (Soelberg, 2007). Honesty regarding the unpleasant or existing parts of the job comforts individuals considering the organization that they are not hiding information in the hopes of attracting individuals to accept their job offers & then springing unpleasant surprises on them (Fishbein & Ajzen, 2015).

Organizations could contract with consultants in order to develop RJPs. The consultants are going to interview the candidates, review the manuals at workplace, & stroll through the workplace to acquire more knowledge regarding the organizational culture, satisfaction level & working conditions. Applying this information & acting as an outsider who might have a more neutral view on the organization, the consultants prepare RJP to help the organization in the in the application process. Organizations could also work internally on the projects of such kind (Eisenberger et’al, 2016).

  • Reduces Voluntary Turnover:As per a survey conducted by Susan R. Duncan, it was observed that candidates that received the complete picture of the job while they were in the process of selection had a better rate of survival than those candidates which were not having an accurate picture. After 24 months in typically high turnover positions, 59% of those candidates which received the accurate picture of the job were able to survive, compared to 34% candidates who did not received complete picture. After 4 years, the rate of survival was as high as 42%, compared to a previous survival of 22%. (Cook & Campbell, 2007).
  • Saves Your Time for Candidates Who Are a Good Match: The process is setup to delay the most expensive phase of the selection process for the job (group or face to face interviews) until the most qualified applicant have arose through less costly methods of screening. In earlier times an applicant decided that the position is no a best match, more number of resources were available for a candidate which believed they were fitting in the position (Hom et’al, 2008).
  • Prevents Inappropriate Hire: The RJPs provides pay which is that it assists the applicants to decide against taking a job which is a poor fit, that saves the massive resources of the organization in future labor hours, cost of hiring & future turnover (McEvoy et’al, 2015).
  • Result: Less Confusion and More Commitment: Applicantsget a better understanding of a position while there are in the process of selection:
  • They get a clarity on the expectations from the job & a better commitment to the company
  • They seem to be fired less often, perhaps since they have an increased job satisfaction
  • The candidates are able to adapt more easily to the duties of the position offered to them
  • They are very rare chances of them being suffered from “cultural shocks” (Ganzach et’al, 2010).
  • RHPs might result in negative attitudes: Though RJPs persistently showcase negative information regarding the company or the job to the candidates; ELPs are very general in nature & are mot specific to the company or job (Hom et’al, 2009). Hence, ELPs permit companies to avoid “shooting itself in the foot” while employing best talent. To be more specific, ELPs straight forwardly addresses the well-known tendency of applicants of the job to have unrealistically high expectations before the employments (irrespective of the job or company). Overall, ELPs are anticipated to lead to lesser negative attitudes regarding the company or the job (Lynch et’al, 2009).
  • RJPs have high costs: Provided the ever-changing nature of the job, updating RJPs for numerous jobs can be not only costly but time consuming as well. As per Popovich & Morse (2011), an ELP template could be designed & used throughout an organization with no or little adjustments required from particular jobs. Hence, ELPs provide a direct advantage of monitory benefits over RJPs (Dugoni & Ilgen, 2011).
  • RJPs don’t focus on Applicant Expectancies: The end objective of both ELPs & RJPs is to move the job candidates’ expectations in the line with reality. RJPs try to achieve this by pointing out negatives & positives of the particular job (Moshe, 2008). Hence, RJPs are able to address directly the discrepancies amongst realities & content expectations. On the other side, ELPs explicitly addresses the candidates’ unrealistically high expectations. Hence, ELPs more directly addresses the issues in hand (high expectancy of candidates) than RJPs (Dean & Wanous, 2014).
  • Though ELPs offer a stirring alternative to RJPs, research on ELPs is in its starting. The limited exploration available, however, does support their use (example, ELPs do incline to lessen early turnover). In spite of the caveat above, ELPs have the potential to efficiently address the numerous confines intrinsic in employing RJPs (Collarelli, 2014). And significantly, ELPs provides the potential to save the company’s huge amount of money.

Conclusion

In sight the fact cited above, it can be concluded that Realistic Job Preview can be used as a tool for employee retention. Employees are only “the best” if they fit with the job. RJPs want to “weed out” candidates who are not a good fit for the position, because of this hiring company’s saves time on interviewing & testing only those applications that have a strong chance to succeed. With RJP candidates are able to have the holistic picture of the job & being hired after use of RJP, the personnel enters into the contract with their eyes open & with realistic expectations because of which the rate of voluntary turnover is reduced & a lot of money is saved by the organizations on lost productivity, training cost & hiring cost. Whereas personnel are able to attain job satisfaction as they perform the job that they think is most suitable for them. In this way RJPs are of great benefit for both employees & employers.

References

Blau, P.M. 2014. Exchange and power in social life. New York: John Wiley.

Breaugh directions. Academy of Management Review, 8: 612-619.

Bretz, R. D., & Judge, T. A. 2008. Realistic job preview: A test of the adverse self selection hypothesis. Journal of Applied Psychology, 83 (2): 330-337

Buckley, M.R., Fedor, D.B., Veres, J.G., Wiese, D.S., & Carraher, S.M. 2008. Investigating newcomer expectations and job-related outcomes. Journal of Applied Psychology, 83 (3): 452-461.

Conclusion

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Cook, D. C., & Campbell, T. C. 2007. Quasi Experimentation. Chicago: Rand Mcnally.

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Dugoni, B.L., & Ilgen, D.R. 2011. Realistic job previews and the adjustment of new employees. Academy of Management Journal, 24:579-591.

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Eisneberger, R., Fasolo, P., & Davis-LaMastro, V. 2010. Perceived organizational support and employee diligence, commitment, and innovation. Journal of Applied Psychology, 75(1): 51-59.

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Freedman, J.L., & Fraster, S. 2006. Compliance without pressure: The foot-in-the-door technique. Journal of Personality and Social Psychology, 4:195-202.

Ganzach, Y., Pazy, A., Ohayun, Y., and Brainin, E. (2010) Realistic job preview, social exchange and organizational commitment, Conference Proceedings of the Academy of Management, Toronto.

Hom, P.W., Griffeth, R.W., Palich, L.E., & Bracker, J.S. 2008. An exploratory investigation into theoretical mechanisms underlying realistic job previews. Personnel Psychology, 51: 421-449.

Hom, P.W., Griffeth, R.W., Palich, L.E., & Bracer, J.S. 2009. Revisiting met expectations as a reason why realistic job previews work. Personnel Psychology, 52, 97-112.

Horner, S. O., Mobley, W. H., & Meglino, B. M. 2009. An experimental evaluation of realistic job preview on marine recruits affect, intentions and behavior (Tech. Rep. No. 9). Columbia, University of South Carolina, College of Business Administration, Division of Research.

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