Recruiting Across Cultures
How can organizations attract human capital in an increasingly global and multinational
workplace? Researchers at the University of Memphis have developed a values-based
recruiting model for organizations attempting to recruit across countries and cultures,
as well as in a more diverse multinational, domestic workforce.
Much of recruitment research and practice has been developed from a Western mindset.
Dr. David Allen (University of Memphis) and Dr. Rong Ma (an alum of the FCBE Ph.D.
program) suggest that successful 21st century recruiting must take into account key
cultural differences. Research suggests that cultures vary in important ways including:
individualism-collectivism; power distance; uncertainty avoidance; masculinity; and
long- or short-term orientation.
The researchers’ theoretical model published in Human Resource Management Review suggests that these key cultural differences influence how individuals respond to
recruiting activities during the early applicant generation phase of recruitment;
throughout the recruitment process; and during the job choice process.
Specific propositions outline how cultural values influence how potential applicants
respond to initial communication methods and messages; how applicants respond to assessment
methods and other features of the staffing process; and in the most salient job and
organizational attributes used in decision making.
To learn more, contact the research team: David G. Allen, Department of Management,
University of Memphis, firstname.lastname@example.org; and Rong Ma, Department of Management, University of Memphis, email@example.com.
Retaining Your Most Valuable Employees
How can organizations retain their most valued employees? Dr. David Allen of the Fogelman
College of Business and Economics Management Department has a pretty good idea.
Dr. Allen reviewed the academic research from hundreds of studies exploring why individual
employees voluntarily leave their jobs. He distilled the findings into a set of practical
guidelines for effective retention management that include the costs of turnover,
key drivers of turnover, the processes by which individuals make turnover decisions,
the work characteristics that have the strongest relationships with turnover, and
key reasons why employees stay with their organizations.
The report he has generated also includes guidelines for developing an effective retention
management plan, addressing issues such as analyzing turnover trends, collecting data
on why employees are staying or leaving, key strategies for managing retention, and
the critical role of human resource management practices.
The report is being made available electronically to the Society for Human Resource
Management’s more than 225,000 members in over 125 countries, 1,000 hard copies will
be distributed at the SHRM Staffing Conference in April, and several thousand copies
will be handed out at the SHRM Annual Conference in June. SHRM members can download
the report for free at http://www.shrm.org/foundation/RetainingTalent.pdf. If you are interested in learning more, please contact Dr. Allen at firstname.lastname@example.org.
Website Design and Attracting Job Applicants
Many organizations use their Web sites to communicate job information and attract
applicants. A group of researchers are studying the effect that a company’s Web site
has on potential employees. This study, with 800 participants, provides evidence
that organizational brand image, the amount of information provided, and reactions
to the Web site influences potential employees in their evaluation of the organization
and job pursuit intentions.
Participants were provided the name of a randomly assigned Fortune 500 organization
and asked to rate their familiarity with and perceptions of the company. Participants
then surfed the organization’s Web site and rated the amount of job and organization
information, their attitudes toward the Web site and the organization, and their intentions
to pursue employment with that organization.
Among the results, published the Journal of Applied Psychology, are indications that brand image matters, and investments in developing and maintaining
a positive well-known image can make recruitment advertising more effective and help
organizations attract applicants. At the same time, Web site designs that provide
sufficient information and that engender positive evaluations of the Web site itself
may be taken as signals about the organization and also help organizations attract
The research team includes David G. Allen, Department of Management, University of
Memphis, email@example.com; Raj V. Mahto, California State University, Fullerton (Ph.D. from FCBE, University
of Memphis); Robert F. Otondo, Mississippi State University.
Read more about FCBE research