Applicant reactions to organizations and selection systems.
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Applicants' reactions to selection methods and processes influence organizationally relevant outcomes, such as perceptions of fairness, intent to accept a job offer, perceptions of organizational reputation, and willingness to recommend the employer.
“Indeed, applicants’ reactions to selection methods and processes influence organizationally relevant outcomes, such as their perceptions of (un)fairness of treatment, process, or decision; their intent to accept an eventual job offer; their perceptions of organizational reputation; and willingness to recommend the employer to others (see Hausknecht, Day, & Thomas, 2004; Truxillo & Bauer, 2011).”
From The Participation of People with Disabilities in the Workplace Across the Employment Cycle: Employer Concerns and Research Evidence (2020) · cites this paper as Truxillo & Bauer, 2011
Cites
Stereotype threat and the intellectual test performance of African Americans.
Steele, C. M., & Aronson, J. (1995) · Journal of Personality and Social Psychology · doi:10.1037/0022-3514.69.5.797 · Cited by 8,181 · see citing works
Correlates, Causes, Effects, and Treatment of Test Anxiety
Hembree, R. (1988) · Review of Educational Research · doi:10.3102/00346543058001047 · Cited by 1,723 · see citing works
Applicant Reactions to Selection Procedures: An Updated Model and Meta‐Analysis
Hausknecht, J. P., Day, D. V., & Thomas, S. C. (2004) · Personnel Psychology · doi:10.1111/j.1744-6570.2004.00003.x · Cited by 816 · see citing works
Chan, D. (1997) · Journal of Applied Psychology · doi:10.1037/0021-9010.82.2.311 · Cited by 100 · see citing works
Nguyen, H.-H. D., O'Neal, A., & Ryan, A. M. (2003) · Human Performance · doi:10.1207/s15327043hup1603_5 · Cited by 56 · see citing works
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Bonaccio, S., Connelly, C. E., Gellatly, I. R., Jetha, A., & Martin Ginis, K. A. (2020) · Journal of Business and Psychology · doi:10.1007/s10869-018-9602-5 · Cited by 491 · see citing works
“…outcomes, such as their perceptions of (un)fairness of treatment, process, or decision; their intent to accept an eventual job offer; their perceptions of organizational reputation; and willingness to recommend the employer to others (see Hausknecht, Day, & Thomas, 2004; Truxillo & Bauer, 2011).”
Background
- Authors
- Truxillo, D. M., & Bauer, T. N.
- Venue
- APA handbook of industrial and organizational psychology, Vol 2: Selecting and developing members for the organization.
- Publisher
- American Psychological Association
- Published
- 2011
- Pages
- 379-397
- OpenAlex
- W2502996250
- Cited by
- 49
- References
- 5
- Citations by year
- 2025: 3 · 2024: 1 · 2023: 4 · 2022: 5 · 2021: 3 · 2020: 3 · 2019: 5 · 2018: 1 · 2017: 3 · 2016: 4 · 2015: 4 · 2014: 2 · 2013: 7 · 2012: 2
- FWCI
- 10.29
- Type
- book chapter
- Language
- en
- Open access
- closed
- Locations
- American Psychological Association eBooks (publishedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employer Branding and e-HRM
- Health Sciences › Medicine › Public Health, Environmental and Occupational Health › Medical Education and Admissions
- Social Sciences › Psychology › Applied Psychology › Psychological Testing and Assessment
- Keywords
- applicant reactions, job applicants, employer attractiveness, applicant attitudes
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Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
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