Strategic Staffing 3rd Edition Phillips

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Strategic Staffing, 3e (Phillips/Gully)
Chapter 7 Recruiting

1) Distributive fairness is the perceived fairness of the hiring or promotion outcome.

Answer: TRUE
Diff: 1
Skill: Concept
Objective: 1

2) Interactional fairness relates to people's perceptions of the interpersonal treatment and amount
of information they received during the hiring process.
Answer: TRUE
Diff: 1
Skill: Concept
Objective: 1

3) Procedural fairness relates to people's beliefs that the policies and procedures that produced
the hiring or promotion decision were unfair.
Answer: FALSE
Diff: 1
Skill: Concept
Objective: 1

4) Spillover effects are a direct and intentional consequence of a firm's recruitment practices.
Answer: FALSE
Diff: 1
Skill: Concept
Objective: 1

5) Effectively using technology can improve applicant reactions and promote positive spillover
effects.
Answer: TRUE
Diff: 1
Skill: Concept
Objective: 2

6) Spillover effects can be either positive or negative in nature.

Answer: TRUE
Diff: 1
Skill: Concept
Objective: 2

7) Unresponsive recruiters result in negative spillover effects.

Answer: TRUE
Diff: 1
Skill: Concept
Objective: 2
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8) Frontline recruiters make very few applicant screening decisions.
Answer: FALSE
Diff: 1
Skill: Concept
Objective: 3

9) Recruiters are seen as setting the standard for talent for the company.
Answer: TRUE
Diff: 1
Skill: Concept
Objective: 3

10) The largest impact of recruiter behaviors tend to be on overall applicant impressions of the
recruiter.
Answer: TRUE
Diff: 2
Skill: Concept
Objective: 3

11) Recruiters influence job seekers, depending on the degree to which they are seen as reliable
signals, giving a realistic preview of what it would be like to work for that company.
Answer: TRUE
Diff: 1
Skill: Concept
Objective: 3

12) A recruit's perception of the recruiter's knowledge has little impact on how attractive a job is.
Answer: FALSE
Diff: 1
Skill: Concept
Objective: 3

13) Recruiter behaviors generally do not influence applicant perceptions of organizational

attributes.
Answer: FALSE
Diff: 1
Skill: Concept
Objective: 3

14) According to marketing research, responses to influence sources similar to the recruit are
likely to be unfavorable.
Answer: FALSE
Diff: 2
Skill: Concept
Objective: 3

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15) Becoming an employer of choice may increase the number of unqualified or inappropriate
applicants.
Answer: TRUE
Diff: 2
Skill: Concept
Objective: 3

16) Persuasion is an important recruiter skill, and in order to persuade an individual to consider
leaving a job she or he is happy with, the message must come from a trusted and credible
individual.
Answer: TRUE
Diff: 1
Skill: Concept
Objective: 3

17) Realistic job previews can help counter inaccurate employer images.
Answer: TRUE
Diff: 1
Skill: Concept
Objective: 4

18) Providing a false positive picture of an organization during the recruitment process can prove
to be beneficial in the short-run.
Answer: FALSE
Diff: 2
Skill: Concept
Objective: 4

19) When an applicant believes that an assessment method is unfair because it does not give him
an opportunity to demonstrate job-relevant skills ________.
A) distributive fairness is low
B) procedural fairness is low
C) interactional fairness is low
D) interactional fairness is high
Answer: B
Diff: 2
Skill: Concept
Objective: 1

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20) Roberto applied to the post of a software engineer at Tech Infosystems. He was asked to
correct a software problem as a screening test and then interviewed by a panel that comprised of
a hiring manger, the HR manager, and a software engineer from the firm. Which of the following
statements, if true about the recruitment process, would result in Roberto concluding that the
procedural fairness was high?
A) He was not given the job despite the fact that he corrected the software problem and was
satisfied with the way the interview went.
B) He could not correct the software problem in the screening test and was not selected for the
position.
C) He was not selected for the post after successfully passing the screening test and was bullied
during the interview.
D) He did not get the job, but another candidate who had had a similar interview experience did.
Answer: B
Diff: 2
Skill: Critical thinking
Objective: 1
AACSB: Reflective thinking skills

21) Amy was unhappy with the way she was treated when she applied for the position of a shop-
floor assistant at a local retail outlet. When her friend Carrie hears about this, she stops shopping
at that store. This is an example of ________.
A) incorrect signaling
B) cognitive dissonance
C) spillover effect
D) groupthink
Answer: C
Diff: 2
Skill: Application
Objective: 2
AACSB: Analytic skills

22) Which type of fairness is perceived to be low by most job applicants who are not selected for
a particular job?
A) distributive fairness
B) procedural fairness
C) interactional fairness
D) recruiter fairness
Answer: A
Diff: 1
Skill: Concept
Objective: 1

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23) An applicant who finds a recruiter to be rude and unhelpful is likely to perceive ________.
A) low distributive fairness
B) low procedural fairness
C) low interactional fairness
D) high procedural fairness
Answer: C
Diff: 1
Skill: Application
Objective: 1
AACSB: Analytic skills

24) Recruiter behaviors have the largest impact on ________.

A) overall applicant impressions of HR
B) applicant intentions to pursue a job opportunity
C) applicant intentions to accept job offers
D) labor market conditions
Answer: B
Diff: 1
Skill: Concept
Objective: 3

25) For which of the following types of candidates will initial recruiter experiences be more
important in their ultimately becoming applicants at all?
A) active job seekers
B) lesser skilled recruits
C) passive job seekers
D) inexperienced recruits
Answer: C
Diff: 1
Skill: Concept
Objective: 3

26) The extent to which recruiters influence job seekers depends on the degree to which
recruiters ________.
A) are transparent in the recruitment process and provide feedback
B) share similar demographic characteristics with the applicant
C) share educational backgrounds with the applicants
D) are seen as reliable signals of what it would be like to work for the company
Answer: D
Diff: 1
Skill: Concept
Objective: 3

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27) Which of the following seems to be most important with regard to recruiter demographics?
A) The recruiter should be of the opposite sex as the recruit.
B) The recruiter should be the same ethnicity as the recruit.
C) The recruiter should be at the same job level as the position being recruited for.
D) The recruiter needs to be able to relate to a recruit's value system and drive.
Answer: D
Diff: 1
Skill: Concept
Objective: 3

28) Tracy has an interview with a disorganized, unprepared recruiter and concludes that the
company does not have a very professional culture. This is an example of ________.
A) a realistic job preview
B) signaling
C) cognitive dissonance
D) a person specification
Answer: B
Diff: 2
Skill: Application
Objective: 3
AACSB: Analytic skills

29) Karen learns that her new job at the bookstore has no other female employees. Thinking that
this could lead her employers and coworkers to treat her unfairly, she declines the offer. This is
an example of ________.
A) a realistic job preview
B) a person specification
C) cognitive dissonance
D) signaling
Answer: D
Diff: 2
Skill: Application
Objective: 3
AACSB: Analytic skills

30) What is the disadvantage of getting line managers to recruit for a firm?
A) They are not impartial in their recruitment choices.
B) They have to take time out from their actual jobs.
C) They are not competent enough to select recruits.
D) They cause applicants to have a negative image of the firm.
Answer: B
Diff: 1
Skill: Concept
Objective: 3

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31) Having recruiters evaluate candidates for their fit with several different positions is an
example of ________.
A) interpersonal skills
B) applicant attraction
C) multiple assessments
D) workforce development
Answer: C
Diff: 1
Skill: Concept
Objective: 3

32) When a union organizer tries to get a job with a company for the purpose of unionizing the
company's workforce, this is known as ________.
A) discrimination
B) negligent hiring
C) reneging
D) salting
Answer: D
Diff: 2
Skill: Concept
Objective: 3

33) Which of the following recruiting metric gives the number of employees who voluntarily
quit within their first year?
A) turnover data of the company
B) new recruit efficiency
C) new hire satisfaction
D) new hire failure rate
Answer: A
Diff: 1
Skill: Concept
Objective: 3

34) Which of the following do corporate executives use to form an image of a specific
organization?
A) quality of the firm's products
B) advertisements released by the firm
C) economic performance indicators
D) knowing an employee of the firm
Answer: C
Diff: 1
Skill: Concept
Objective: 3

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35) A formal document detailing the process to be followed when a firm recruits for an open
position is a ________.
A) recruiting plan
B) staffing plan
C) external recruiting analysis
D) realistic job preview
Answer: A
Diff: 1
Skill: Concept
Objective: 3

36) How can an organization with a positive employer branding image increase the quality of its
applicant pools?
A) by reducing recruitment flaws through training
B) by following a targeted recruiting effort
C) by using external agencies to recruit for them
D) by following unconventional methods to recruit
Answer: A
Diff: 1
Skill: Concept
Objective: 4

37) Which of the following is true of general ads for recruitment?

A) They appeal to a section of job applicants.
B) They provide limited job attributes and details.
C) They tend to be useful in "weeding out" inappropriate candidates.
D) They appeal to jobseekers who focus on job search strategies.
Answer: B
Diff: 1
Skill: Concept
Objective: 4

38) Peter will not take a job that offers a salary below $45,000 per annum but is flexible on
where the job is located. For Peter, pay is a ________.
A) non-compensatory screening factor
B) bona fide occupational qualification
C) terminal decision point
D) compromise factor
Answer: A
Diff: 2
Skill: Application
Objective: 4
AACSB: Analytic skills

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39) Presenting both positive and potentially negative aspects of a job to recruits is a ________.
A) realistic job preview
B) job description
C) job enhancement preview
D) person specification
Answer: A
Diff: 1
Skill: Concept
Objective: 4

40) Before joining the Regal Hotel as a concierge, Maxine was told that she would be required
not only to work her own shifts but also work others' shifts if they were unexpectedly absent. She
was also warned about the temperamental and inebriated guests who often checked in late at
night. In spite of these warnings, Maxine accepted the job. What function of the realistic job
preview has been used in Maxine's case?
A) self-selection
B) immunization
C) vaccination
D) salting
Answer: C
Diff: 2
Skill: Application
Objective: 4
AACSB: Analytic skills

41) While interviewing Denise for the position of counselor at the local rehabilitation facility for
troubled teens, she was informed that her line of work would involve interacting with youths
who have a history of violent behavior as well as drug and alcohol abuse. Denise accepts the
position without hesitation. What function of the realistic job preview is being discussed here?
A) self-selection
B) a commitment to the choice
C) immunization
D) salting
Answer: B
Diff: 2
Skill: Application
Objective: 4
AACSB: Analytic skills

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42) To reduce the high turnover rate, this company changed its recruiting strategy from one
focused on hiring the best qualified people to emphasizing the company’s values and providing
RJPS to let poor fits self-select out. This was__________
A) UPS
B) IKEA
C) Motorola
D) Federal Express
Answer: B
Diff: 1
Skill: Concept
Objective: 4

43) Linda, a qualified and experienced nurse, is being interviewed for the position of a senior
care nurse at a facility for terminally ill patients. Which of the following, if true, would suggest
self-selection has taken place in this situation?
A) She is caught in a dilemma over whether to accept the offer after meeting with several nurses
who tell her about the challenges of the job.
B) She was shown a video depicting a "day in the life" of a worker at this facility and realized
that the job entailed far more hardships than she had anticipated.
C) She was told about the hardships of the job during the interview and was asked to accept the
offer in spite of them.
D) She was asked to serve a month's probation at the end of which the organization would decide
on her job fitness.
Answer: B
Diff: 2
Skill: Critical thinking
Objective: 4
AACSB: Reflective thinking skills

44) Which of the following would help the process of compiling information about the job or
organization that candidates will find more and less attractive?
A) surveying prospective employees
B) surveying present employees
C) surveying external job postings
D) surveying the labor market
Answer: B
Diff: 1
Skill: Concept
Objective: 4

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45) Which of the following statements is true of a recruitment guide?
A) It is an informal set of guidelines followed by the organization.
B) It addresses external recruitment processes not internal ones.
C) It details which staff members are responsible for recruiting.
D) What is and what is not acceptable recruitment behavior is left to the discretion of the staff
member.
Answer: C
Diff: 2
Skill: Concept
Objective: 5

46) What is signaling and what role does it play during recruiting?
Answer: Because people often have limited information about organizations and jobs, in the
absence of objective information, they may rely on traits of the recruiter and the recruiter's
behaviors as signals of aspects of both the company and the job opportunity. Recruitment
experiences, including perceived recruiter competence, recruitment delays, and the gender
composition of interview panels, are interpreted by applicants as symbolic of broader
organizational characteristics and can negatively influence job offer acceptance decisions.
Applicants may form negative impressions of the organization if a poor recruiter is considered
representative of the organization as a whole.

The choice of the person sent to recruit can be taken as a signal of the importance of the job, with
higher-level recruiters, the actual hiring manager, and the CEO being considered reflective of
more important jobs than staff recruiters. The recruiter may also be a signal of demographic
diversity in the organization if the recruiter is a demographic minority. Because recruiter
behaviors affect applicant attraction indirectly through influencing applicant perceptions of job
and organizational attributes, it seems likely that recruits infer characteristics about the
organization from their experiences with the organization's recruiters. The fact that recruits are
more put off by poor recruiter behavior when the recruiter is a hiring manager rather than a
human resource representative suggests that recruits may make stronger generalizations about
the job and organization from experiences with people in the organization who are closely linked
to that job, such as the hiring manager. This further emphasizes the point that as recruiters, hiring
managers can have a large impact on the success of a staffing effort.
Diff: 2
Skill: Concept
Objective: 3

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47) What are recruiter profiles and how are they used in staffing?
Answer: Whether a recruiter is internal or external to the organization, understanding the
recruiter characteristics most likely to attract desired recruits can enhance recruiting
effectiveness. An effective strategy for identifying who should recruit for a given position is to
gather and analyze the information needed to create a reviewer profile of the individual recruiters
who have been the most effective in attracting targeted recruits and meeting staffing objectives in
the past. Over time, organizations can track applicant reactions to different recruiting styles and
messages, and profile the skills, characteristics, and backgrounds of its most effective recruiters
and recruitment options for different positions.

A recruiting source effectiveness analysis may find that external recruiters are preferred to
internal recruiters when time to fill is important and the level of the position is relatively high.
Internal recruiters may be identified as the better choice when low cost-per-hire is the key. When
recruiting new graduates with different degrees, recruiters from different backgrounds may be
differentially effective. Analyzing this type of information can help an organization better
specify who should recruit and what the job specifications should be for the recruiter for each
position.
Diff: 2
Skill: Concept
Objective: 3

48) What is an organization's employer image and why is it relevant to staffing?

Answer: An organizational image can be general, reflecting an opinion about the entire entity, or
directed toward a more specific subcomponent of the organization, such as its image or brand as
an employer. Of particular importance to staffing, an organization's employer image, or people's
attitudes toward and perceptions of the organization as an employer, independently affects
people's intentions to apply to an organization.

Just as consumers think about an organization as a provider of products or services, job seekers
form beliefs about the organization as a potential employer, and for many people, these beliefs
provide the basis for determining whether to pursue or accept employment offers. This suggests
that newer or lesser-known organizations with weak or nonexistent images among job seekers
may have greater difficulty attracting recruits using passive recruitment sources, such as
newspaper advertisements, than organizations that are more widely known and favorably thought
of.
Diff: 2
Skill: Concept
Objective: 3

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49) Compare and contrast self-selection, vaccination and commitment to choice as functions of
realistic job previews.
Answer: Realistic job previews (RJPs) involve the presentation of both positive and potentially
negative information to job candidates. Rather than trying to sell them on the job and company
by presenting the job opportunity in the most positive light, realistic job previews strive to
present an honest and accurate picture.

John Wanous, a professor of management and human resources, has identified three functions
that are served by an RJP:

Self-selection: Giving applicants a more balanced picture of the job and organization allows
them to opt out of the application process if the opportunity is not a good match for them. RJPs
do not necessarily make large numbers of applicants more likely to drop out of the application
process, and the applicants likely to be lost after communicating realistic information about the
job and company are not likely to have been successful hires anyway.

Vaccination: RJPs may work by "vaccinating" employees' expectations and allowing them to
develop coping mechanisms to deal with unpleasant or unexpected aspects of the position. When
encountering these aspects on the job, the employee is prepared for them and is less negatively
affected by them.

A commitment to the choice: If employees are informed about the negative aspects of a job
before they accept employment, they cannot claim that they did not know about them. Thus, they
may be more committed to the choice they have made, that is, they may be more inclined to stay
in their positions because they realize they willingly accepted the job despite knowing its
realities.
Diff: 2
Skill: Synthesis
Objective: 3
AACSB: Analytic skills

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50) How should a recruiter divulge information regarding the job to the applicant with respect to
timing?
Answer: After the firm has identified the more- and less-attractive aspects of the job and the
organization, a decision needs to be made about when to communicate this information to
applicants. The content of the recruiting message is likely to change over time, focusing initially
on broader issues, such as the job title, the general nature and responsibilities of the job, and the
job's location. At the initial stage of making contact with a potential recruit, the communication
is intended to allow each party to quickly and cost-effectively assess the general likelihood of a
fit between the applicant's competencies, values, and experiences and the organization's
particular job openings. If the organization has an opening for an accountant but the potential
applicant has a background and an interest in marketing, the recruiting effort is not likely to be
pursued further by either party. As the fit between the recruit and the job begins to look better,
information that is more detailed is provided about the job's requirements, responsibilities,
authority level, and advancement potential. Job candidates are typically interested in learning all
they can about the organization's strategy and position in its market, the firm's available training
programs, travel requirements, and the stability of the job and company. Candidates may also be
interested in learning what they can about the organization's values and culture, and the
recruitment messages from the company can be designed to inform the candidate about these
issues both directly and indirectly. Compensation issues can be discussed at any time but are
often reserved for late in the recruitment and hiring process.
Diff: 2
Skill: Concept
Objective: 4

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