Literature Review – Realistic Job Previews
Literature Review – Realistic Job Previews
Prior to the commencement of any occupation, every potential employee will want to know what jobs/duties they will be expected to undertake. However, how much information should potential employees have and to what degree does giving a realistic job preview translate into staff retention/profit to the business. This literature review will firstly look at what a realistic job preview is and its associated benefits. Secondly, examine some tests that have been conducted to justify its use. Thirdly, analyse issues regarding employee attraction. Fourthly, evaluate what variables affect realistic job previews. Lastly assess how realistic job previews should be administered for the greatest success.
A realistic job preview (RJP) is a concept within selection and recruitment where potential or new employees are made aware of the actual tasks and duties they are likely to perform while undertaking their job. This is a valuable function, as it exposes employees to all positive and most importantly possible negative functions within their roll. However in most cases this is a complex activity for both prospective employees and members within the organisation as Dugoni and Ilgen (1981) explain. ‘Both parties need to gather relevant information on one another, whilst still looking attractive’. Nevertheless, if this is overcome and RJP’s are carried out effectively, they can build trust, minimises the shock associated with starting the new job, build understanding of what is to be expected and as Dean and Wanous (1984) claim, it significantly reduce staff turnover.
For example, Dean and Wanous (1984) tested ‘the effects of realistic job previews on hiring bank tellers.’ They studied 249 new hires over 48 weeks and compared their results with two other control groups. These new employees had a specific job preview that clearly and significantly had lower initial job expectations compared to the other two groups. Their results showed
Prior to the commencement of any occupation, every potential employee will want to know what jobs/duties they will be expected to undertake. However, how much information should potential employees have and to what degree does giving a realistic job preview translate into staff retention/profit to the business. This literature review will firstly look at what a realistic job preview is and its associated benefits. Secondly, examine some tests that have been conducted to justify its use. Thirdly, analyse issues regarding employee attraction. Fourthly, evaluate what variables affect realistic job previews. Lastly assess how realistic job previews should be administered for the greatest success.
A realistic job preview (RJP) is a concept within selection and recruitment where potential or new employees are made aware of the actual tasks and duties they are likely to perform while undertaking their job. This is a valuable function, as it exposes employees to all positive and most importantly possible negative functions within their roll. However in most cases this is a complex activity for both prospective employees and members within the organisation as Dugoni and Ilgen (1981) explain. ‘Both parties need to gather relevant information on one another, whilst still looking attractive’. Nevertheless, if this is overcome and RJP’s are carried out effectively, they can build trust, minimises the shock associated with starting the new job, build understanding of what is to be expected and as Dean and Wanous (1984) claim, it significantly reduce staff turnover.
For example, Dean and Wanous (1984) tested ‘the effects of realistic job previews on hiring bank tellers.’ They studied 249 new hires over 48 weeks and compared their results with two other control groups. These new employees had a specific job preview that clearly and significantly had lower initial job expectations compared to the other two groups. Their results showed
Bibliography: Dugoni, B and Ilgen, D . (1981). Realistic Job Previews and the Adjustment of New Employees. Academy of Management Journal. 24 (3), 579-591. Dean, R and Wanous, J. (1984). Effects of Realistic Job Previews on Hiring Bank Tellers. Journal of Applied Psychology. 69 (1), 61-68. Meglino, B; DeNisi, A; Youngblood, S; Williams, K. (1988). Effects of Realistic Job Previews: A Comparison Using an Enhancement and a Reduction Preview. Journal of Applied Psychology. 72 (2), 259-266. Porter, L and Steers, R. (1973). Organizational work and organisational factors in employee turnover and absenteeism. Psychological Bulletin. 80 (2), 151-176. Ilgen, I and Daniel, R. (1974). Realistic expectations as an aid in reducing voluntary resignations. Journal of applied psychology. 95 (4), 452. Bretz, R and Judge, T. (1998). Realistic Job Previews: A Test of the Adverse Self-Selection Hypothesis. Journal of Applied Psychology. 83 (2), 330–337. Suszko, M and Breaugh , J. (1986). The effects of realistic job previews on applicant self-selection and turnover, satisfaction, and coping ability. Journal of Management. 12 (1), 513-523. Breaugh, J. (2008). Employee recruitment: Current knowledge and important areas for future research. Human Resource Management Review. 18 (3), 103–118. Colarelli, S. (1984). Methods of communication and mediating processes in realistic job previews. Journal of Applied Psychology. 69 (1), 633–642. Iles, P and Robertson, I (1989). Assessment and selection in organizations. Chichester, UK : John Wiley & Sons. 257–271.