Literature Review – Realistic Job Previews

2053 Words Mar 26th, 2013 9 Pages
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.

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Secondly, as Ilgen and Seely (1974); Dean and Wanous (1984) discussed, another reason why RJP’s reduce turnover is by improving the way a new employee copes on the job, and thus reduces stress. The hypothesis is,
“if employees are made aware of problems to be faced on the job, they cope with such problems better when they arise, either because they are less disturbed by problems about which they have been forewarned or because they may pre rehearse methods of handling these problems.”
The last theory of why RJP reduces turnover is as Dugoni and Ilgen (1981) explains ‘the organisation is forming a sense of honesty and openness to create trust within the recipient.’ This in turn will create a sense of attractiveness to the employee and subsequently they will not be as likely to leave the organisation.

Whilst there is evidence that realistic job previews can help the long term success of an organisation through reduced staff turnover, there can be downsides if undertaken in an incorrect manor. For example Bretz and Judge (1998) looked at aspects of applicant attraction. ‘This included the weight prospective employees place on negative information in comparison to other factors such as pay level, promotional opportunity and whether the “best” applicants react differently to negative information, in comparison to other

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