Job Candidates Research Articles

Using social role theory to predict how gender and ethnicity of aviation job candidates affects perceived job classifications

Prior investigations reveal a challenging landscape for women and minorities in the aviation industry as they grapple with issues that prevent them from landing high-paying, prestigious roles. The existing research does not investigate public perceptions' biases toward the suitability of individuals based on their genders and ethnicities to particular aviation roles. To bridge this knowledge gap, we employed Social Role Theory in two separate studies, requesting that participants assign certain aviation roles to candidates based on images. Each image portrayed only slight variations, namely in gender (male or female) and ethnicity (Caucasian, African, Hispanic, or Asian descent). Surprisingly, our findings showed a bias towards picturing Caucasians in the pilot's seat, while other ethnicities were stereotypically relegated to less remunerative service roles. Candidates of African descent were most frequently assigned the least lucrative service roles, such as ground crew or TSA agents. Notably, males were favored for pilot roles over females, who were most commonly envisioned as flight attendants. Piloting roles were most often bestowed upon white and Asian males, while flight attendant roles saw a higher representation of Asian, Hispanic, and Caucasian females. We delve into these data's significant theoretical and pragmatic repercussions in the following discussion.

The Role of the Ask Gap in Gender Pay Inequality

Abstract The gender ask gap measures the extent to which women ask for lower salaries than comparable men. This article studies its role in generating wage inequality, using novel data from an online recruitment platform for full-time engineering jobs: Hired.com. To use the platform, job candidates must post an ask salary, stating how much they want to make in their next job. Firms then apply to candidates by offering them a bid salary, solely based on the candidate’s résumé and ask salary. If the candidate is hired, a final salary is recorded. After adjusting for résumé characteristics, the ask gap is 2.9%, the bid gap is 2.2%, and the final offer gap is 1.4%. Further controlling for the ask salary explains the entirety of the residual gender gaps in bid and final salaries. To further provide evidence of the causal effect of the ask salary on the bid salary, I exploit an unanticipated change in how candidates were prompted to provide their ask. For some candidates in mid-2018, the answer box used to solicit the ask salary was changed from an empty field to an entry prefilled with the median bid salary for similar candidates. I find that this change drove the ask, bid, and final offer gaps to zero. In addition, women did not receive fewer bids or final offers than men did due to the change, suggesting they faced little penalty for demanding comparable wages.

Candidate Selection in Teams: Be the Best or Surround Yourself with the Best?

ABSTRACT This study investigates, via an experiment, how the decentralization of a firm’s selection process affects the caliber of the chosen candidate in a team-based environment. We predict and find that, when decision makers have comprehensive and unambiguous candidate-specific information regarding who is the best for the job, the quality of the selected candidates is lower under a decentralized versus centralized selection process. We also find that nonpecuniary status concerns drive the effect. Results of two boundary conditions reveal that, as the clarity of information regarding who is the best candidate for the job decreases (due to decision-makers having weaker or mixed signals about job candidates), the quality of selected candidates becomes no worse under a decentralized than under a centralized selection process. Overall, our results indicate that nonpecuniary status considerations and information environment can influence candidate selection decisions in organizations. Data Availability: Data are available from the authors upon request.

Remote Work: Challenges and strategies for Effective Management

The development of remote employment has affected workplace practices. This study examines the complexities of remote work and proposes management methods to address its issues. Owing to global events such as the COVID-19 pandemic, the use of remote work is rapidly increasing, necessitating managers to reconsider their approaches. Interstate communication is a significant concern. Employers need to use Slack and Skype as means to assess the communication proficiency of job candidates. The study highlights the need of maintaining employee well-being by effectively managing a combination of flexibility and structured routines to combat fatigue and the blurring of work and personal life boundaries. Essential components include secure cloud solutions, standardised hardware, and measures to ensure data integrity. Effective remote project management necessitates a harmonious blend of autonomy and accountability, hence it is advisable to use technology that minimise distractions and rely on cloud-based solutions. Identifying and developing talent in remote teams involves specified performance targets and career development criteria. Virtual environments pose challenges to visibility and consistency, yet digital technology enable progress monitoring and foster a unified organisational culture. Retention is vital, hence virtual meetings and work-life balance are encouraged. The study revealed that directly addressing these challenges may lead to the development of a robust and productive remote workforce, ensuring success in the evolving work environment.

Racism underlies seemingly race‐neutral conservative criticisms of DEI statements among Black and White people in the United States

AbstractWe examined how potential job candidates react to a hiring organization that requests diversity, equity and inclusion (DEI) statements, which conservatives in the United States and elsewhere have criticized as being unrelated to job function and inappropriately political or ideological. Across three studies (two of which were pre‐registered), we compared reactions to requests for DEI (vs. teamwork or conservative values) statements as a function of race (Black vs. White), political conservatism and symbolic racism (Total N = 1108). When a DEI (vs. teamwork or politically conservative values) statement was requested, participants who were more (vs. less) conservative perceived the organization as less just, expressed less interest in the job, and expected poorer person‐organization fit, even when a job‐related rationale was provided. Further, participants who were more (vs. less) conservative evaluated a request for a statement consistent with conservative values more favourably. Thus, criticisms that DEI statements are overly political are not applied to other statements that might elicit similar concerns. Moreover, an internal meta‐analysis suggested that the relationships of conservatism to justice and interest (but not person‐organization fit) in response to requests for DEI (vs. teamwork) statements were not independent of racism. Findings were consistent with social dominance theory; racism may underlie seemingly race‐neutral backlash to DEI statements.

Analisis Pengaruh Budaya Organisasi, Program Magang, dan Pelatihan Online terhadap Kesiapan Calon Tenaga Kerja : Studi Pada Mahasiswa Anggota Organisasi Fakultas Ekonomi Universitas Sarjanawiyata Tamansiswa

The purpose of this study is to explain the influence of organizational culture, internship programs, and online training on the readiness of prospective workers. This research will be conducted at the Faculty of Economics, University of Sarjanawiyata Tamansiswa on students who follow the organization. This study is a quantitative study and primary data were taken using questionnaires in nonprobability sampling census on 35 respondents. The Data was collected through google Forms, then processed using multiple linear regression analysis. The results showed that culture has a significant effect on the readiness of prospective workers. As for the internship program and online training has no influence on the readiness of job candidates. The results of this study are expected to be able to prepare students to become prospective workers who are ready to plunge in the world of work.

Формування людського капіталу підприємства в межах рекрутингу

The article summarizes the important elements of recruiting, which demonstrates to business entities the current state of personnel recruitment and will be practical advice for enterprises (firms) that are just thinking about modern methods of personnel selection and recruitment. The aim of the article is to generalize the experience of hiring personnel from the standpoint of recruiting (both at the level of employer enterprises and at the level of agencies, i. e. recruiting companies). The authors summarized the essence of the recruiting (recruitment) process, subject composition, significance for the enterprise, modern popular options for recruiting personnel, modern recruiting technologies, areas of business that serve recruitment, methods (tools) of recruitment. Recruiting in its general form is a set of actions to provide the enterprise (employer) with personnel with the necessary competencies – quantitative and qualitative provision of the enterprise’s workers. The subject composition of recruiting includes: re-cruiters (they represent recruiting companies, personnel agencies, funds and centers, State structures for the selection of candidates to fill vacancies); employees of the personnel department, heads of divi-sions in which there are vacancies, psychologists, polygraph examiners, handwriting experts, experts and other personnel recruitment specialists (they represent relevant divisions of the enterprise or pro-fessional structures (agencies)). The advantages and disadvantages of internal and external sources of personnel recruitment are presented. Common options for job search and personnel selection are: direct application to the employer, publication of vacancies, personal recommendations, internal personnel reserve, niche resources for mass recruitment. Recruiting services (external recruitment) are used by various areas of business: pharmaceutical, IT, finance, banking, etc. If we distinguish between the announcement and closing of vacancies by the State-owned recruiting structures (State employment service bodies) and private recruiting companies, then the State recruiting structures mainly serve or-ders (vacancies) of the State-owned enterprises, organizations, and private companies – orders (vacan-cies) of private economic entities. Regardless of the type of recruiting (internal, external), the same methods (tools) are used: traditional, additional and innovative. Knowing how to apply recruiting me-thods (tools) helps HR managers to select the best job candidates. The principles of classical recruiting are considered as the most important from the point of view of overcoming unemployment and per-sonnel selection: systematization, democratization, individualization, informatization, goal orientation, delegation. The priority directions for improving recruiting activity are summarized (improving the quality of hiring, or recruitment efficiency); speeding up hiring (recruitment); increasing the flow of quality candidates for vacant positions; automating recruiting procedures; increasing employee reten-tion rates (i. e., reducing turnover and increasing employee commitment); ensuring diversity in hiring (recruitment of employees by ethnic indicators, gender, age, experience, etc.). An analysis of the quali-fication characteristics of managers, specialists, and workers was carried out, which made it possible to determine the main components of the required human capital from the point of view of the division of employees into professional groups: management personnel (intellectual component , motivational, cultural, social, economic, creative, educational, professional, environmental, social, informational, use of time); personnel from production activities (demographic component, health, educational compo-nent, professional (activity) component).

Prototypically American: The influence of accent and race on evaluation of job candidates

Prototypically American: The influence of accent and race on evaluation of job candidates

The Humor Advantage: Humorous Bragging Benefits Job Candidates and Entrepreneurs.

From job candidates to entrepreneurs, people often face an inherent tension between the need to share personal accomplishments and the need to avoid appearing arrogant. We propose that humorbragging-incorporating self-enhancing humor into self-promoting communications-can signal warmth and competence simultaneously, leading to instrumental benefits. Four studies explored humorbragging as a potential solution to the self-promotion paradox. Study 1 demonstrated that a humorbragging (vs. self-promoting) resume attracted more hiring interest from recruiters. Study 2 showed that perceived warmth and competence mediate the positive effect of humorbragging on hiring intentions. Study 3 found that humorbragging entrepreneurs achieved greater success securing funding compared to entrepreneurs who used other kinds of humor. Finally, Studies 4a to 4c established that the positive effect of humorbragging on hiring intentions is unique to self-enhancing humor. Overall, the current research establishes the instrumental benefits of humorbragging and explains why and when it functions as an effective impression management strategy.

What does job applicants’ body art signal to employers?

In this study, we present a state-of-the-art scenario experiment which, for the first time in the literature, directly measures the stigmas surrounding job candidates with tattoos and piercings using real recruiters. We find that job candidates with body art are perceived as less pleasant to work with, less honest, less emotionally stable, less agreeable, less conscientious and less manageable. This goes hand in hand with lower hireability for men with body art but not for women. Compared to candidates who reveal obesity, a characteristic we also randomise, those with body art score better overall in terms of hireability and rated personality, similar in terms of rated taste for collaboration but worse in terms of rated direct productivity drivers.

Atypical responses of job candidates in chatbot job interviews and their possible triggers

Recruiters have observed increased verbal abuse and other non-standard behavior in chatbot job interviews. However, current knowledge about such behavior, which we term atypical responses, is limited. The purpose of this research is to explore and classify the atypical responses of job candidates and explain what triggers these atypical responses in two studies. Study 1 identified atypical candidate responses in chatbot job interviews by applying content analysis to transcripts of authentic job interviews (N = 6583). A multi-stage process classifies atypical responses into six categories: testing the chatbot's capabilities, verbal abuse, testing the chatbot's reactions, further conversation, sex offers, and reverse discrimination. Study 2 tested the triggers of atypical reactions in fictitious chatbot job interviews. Several triggers proved to induce atypical reactions, e.g., lower company attractiveness leads to testing of the chatbot's capabilities and reactions, and additional stress and negative well-being induce responses containing insults.

You’re Hired! A Phenomenographic Study of Undergraduate Students’ Pathways to Job Attainment in Computing

Although there is a great demand for graduates in computing fields, companies frequently struggle to find enough workers. They may also grapple with obtaining racial, ethnic, and gender diversity in representation. It has been suggested that the hiring process further contributes to these inequities. This study examined undergraduate computing students’ experiences with technical interviews and their pathways to job attainment, focusing on men and women who identify as Black or African American, Hispanic or Latinx, Asian, and mixed-race. We applied the community cultural wealth framework and employed the methodology of phenomenography to investigate the different assets that students leveraged to succeed in obtaining a position. Our investigation centered around the conceptions of sixteen computing students, all of whom completed at least one technical interview and received at least one job offer. We conducted semi-structured interviews to explore their interpretations of the hiring process, the resources they utilized, and their perceptions of inclusivity in the field. The findings illustrated that students’ support mechanisms included the following categories of description: intrinsic characteristics, capitalizing on experience, community, preparation, and organizational. They relied heavily on distinct forms of capital, particularly social and navigational, to attain a job in computing. Peers and clubs or groups were essential for students to learn about what to expect during the hiring process, to help them prepare, and to make connections with employers. They also helped the students cope with the discrimination they faced throughout their professional trajectories. By investigating the various experiences students have, we contribute to the understanding of how hiring practices may be viewed as well as possible ways to provide support. While students must study for technical interviews and refine their skills and pertinacity in the face of obstacles, industry and academia should consider their role in hiring and its impact. Transparency in what to expect and enhanced preparation opportunities could serve to make the process more equitable for all job candidates.

Small Empires: How Equipped are Small Business Owners to Hire People with Disabilities?

This study explores small businesses' knowledge base and practices concerning interviewing and hiring job candidates with disabilities, as they are not required to comply with the provisions of the Americans with Disabilities Act (ADA). We first conducted 18 in-depth interviews with small business owners to explore their knowledge of the ADA, their practices surrounding hiring (for those with and without disabilities), and their sense of the best practices for how a candidate should navigate the interview and request for accommodations. Responses were then used to create a survey of an additional 110 small business owners. Six themes arose from the interviews, illuminating the steep learning curve involved in each (1) hiring well, (2) the need to trust an employee's character as much as their skill set, (3) the need for an employee to fit within the small business's family-like environment, (4) the preference for job candidates to be transparent about their needs as early as possible, (5) the importance of personal experience with disability, and (6) the difficulty in obtaining precise information about the ADA. Survey responses supported the general findings of the interviews while also providing information about the relative rarity of encountering a job candidate with a disability. Hiring employees with disabilities is challenging for small businesses, and bias is difficult to avoid. The availability of clear information on how to comply with the ADA and other laws and practices would be welcome by many small business owners.

Queuing Simulation Modelling for the Interview Process at the Technical and Vocational Education and Training (TVET) Institutions

Queuing simulation modelling is one of the indicators used to determine the effectiveness of procedures that incorporate queuing simulation modelling. As a result, this paper utilised queueing theory throughout the Technical and Vocational Education and Training (TVET) institution’s interview process in Malaysia. The simulation reveals that the queuing simulation comprises a single queue connecting to multiple servers. Each interview stage involves serving more than two (2) candidates concurrently. As a result, the model used in this case study is a multiple-server model, in which more than two (2) servers concurrently serve a single waiting line in parallel. The purpose of queuing simulation modelling is to quantify operational characteristics such as the average number of candidates in the line, the average number of candidates in the system, and the average wait time for candidates in the line and the system. The results indicate that all steps are well-organised and completed within the time constraints associated with each stage. Identifying individuals who combine necessary skills with the ability to overcome challenges, manage stress, deal with ambiguity, work effectively in a team, and demonstrate resourcefulness will benefit the organisation in the short and long term. Therefore, the organisation developed a procedure in which job candidates are immersed in unusual settings to elicit the most useful information about their fitness, personality, critical thinking ability, creativity, and interpersonal skills.

Reducing gender bias in the evaluation and selection of future leaders: The role of decision-makers' mindsets about the universality of leadership potential.

Extensive research has documented organizational decision-makers' preference for men over women when they evaluate and select candidates for leadership positions. We conceptualize a novel construct-mindsets about the universality of leadership potential-that can help reduce this bias. People can believe either that only some individuals have high leadership potential (i.e., a nonuniversal mindset) or that most individuals have high leadership potential (i.e., a universal mindset). Five studies investigated the relationship between these mindsets and decision-makers' gender biases in leader evaluation and selection decisions. The more senior government officials in China held a universal mindset, the less they showed gender bias when rating their subordinates' leadership capability (Study 1). Working adults in the United Kingdom who held a more universal mindset exhibited less gender bias when evaluating and selecting job candidates for a leadership position (Study 2). In an experiment, Singaporean students exposed to a universal mindset exhibited less gender bias when evaluating and selecting candidates than those exposed to a nonuniversal mindset (Study 3). Another experiment with working adults in China replicated this pattern and added a control condition to confirm the directionality of the effect (Study 4). Last, Study 5 showed that a more universal mindset was associated with less gender bias particularly among decision-makers with stronger gender stereotypes in the domain of leadership. This research demonstrates that, although they are seemingly unrelated to gender, mindsets about the universality of leadership potential can influence the extent to which people express gender bias in the leadership context. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Signaling theory and the job interview

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsA job candidate who presents as an IotAS is less likely to be selected for employment than a candidate who presents as neurotypical. Parasocial contact has no effect but providing information does improve assessments of suitability for the job and likelihood of selection for the job.Originality/valueThe briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Revealing the influence of AI and its interfaces on job candidates' honest and deceptive impression management in asynchronous video interviews

Automated video interviews powered by artificial intelligence (AI) are increasingly being adopted by employers to screen job candidates despite concerns regarding the humanity and transparency of AI. Accordingly, researchers and practitioners advocate overcoming these concerns by refining AI interfaces in terms of tangibility, immediacy, and transparency. However, AI video interviews featuring different interfaces may impact interviewees' tendencies to engage in impression management behaviors (IMs), which can either improve or impair personnel selection validity. This study addressed calls for research to investigate the issues mentioned above by conducting a field study to explore the ways in which AI and AI interfaces affect candidates' IMs in asynchronous video interviews (AVIs). We developed three AVI interfaces and measured real job applicants' self-reported IMs across four experimental treatments. We found that different AI interfaces could increase or decrease candidates' honest IMs and deceptive IMs in different ways. An exploratory analysis also found that candidates' interview anxiety could be mitigated by an AI interface.

THE DEVELOPMENT OF DIGITAL COMPETENCIES AMONG TEACHERS IN THE CONTEXT OF TRANSITION TO THE «UNIVERSITY 4.0»

The article is devoted to describing the digital skills required of pedagogical employees to function in the contemporary educational environment. Also, the article discusses potential methods for developing prospective teachers’ digital capabilities in a university setting through the creation of contemporary, pertinent, and in-depth content as well as instructional, methodological, and informational assistance. The most popular methods for structuring the competency model of job candidates for Industry 4.0, including behavioral and digital skills, are covered in the article. On the basis of an analysis of the likelihood of achieving particular performance indicators in the sphere of vocational education, the limitations in the growth of graduates’ digital capabilities were demonstrated. Different interpretations of the traits of digital competences in Kazakhstan and other countries are offered to create a cohesive approach. The degree of digital literacy of contemporary future teachers was evaluated to examine the viability of developing a digital learning environment at universities. The influence of the digital economy on the development of a set of key abilities and the education of experts in demand in contemporary society is what gives this piece its relevance. The majority of models and frameworks are concerned with evaluating university teachers’ level of digital competences, which are a collection of knowledge, abilities, and attitudes required for a teacher to use technology effectively. The impact of the digital economy on the development of a set of core competences and the education of experts in demand in the contemporary world. Keywords: digital competencies, successful pedagogical activity, modern educational space, ICT competencies.

Network Referrals and Self-Presentation in the High-Tech Labor Market

The practice of recruiting job candidates sourced through social contacts (i.e., referrals) is pervasive in the labor market. One reason employers prefer to recruit through referrals is that these candidates often present resumes that are perceived to be a better fit for the role. Whereas existing research attributes this pattern to how individuals who make referrals (i.e., referrers) select individuals to refer, we propose a new mechanism: differences in self-presentation. We argue that referral ties increase the candidates’ propensity to engage in self-presentation work, motivating and assisting candidates in presenting their backgrounds to convey fit. We examine this claim by utilizing unique data from an applicant-tracking system containing job applications for positions at U.S.-based high-tech firms between 2008 and 2012. A candidate fixed-effects specification reveals that when a candidate applies to a firm via a referral, he or she tends to showcase a rendition of his or her career history that better matches the target job than when the candidate pursues positions without such ties. Several mechanism checks, combined with supplementary survey evidence, further indicate that the presence of referral ties to the target firm is associated with greater motivation to engage in self-presentation work as well as the provision of different forms of assistance in that work. Supplemental Material: The e-companion is available at https://doi.org/10.1287/orsc.2022.16674 .

The Great Resignation and Intrapreneurship as a strategy to attract and retain staff in services

Many employees from the Millennials and Gen Z cohorts are abandoning the hotel industry after COVID-19. The dissatisfaction of hotel workers with their working conditions has accelerated the Great Resignation, a term used to refer to the higher-than-normal quit rate in an industry. Consequently, the number of unfilled jobs is high, and attraction and retention have become a strategic concern for the hotel industry. Considering that Millennials and Gen Z are entrepreneurial-oriented, in this paper, we study how intrapreneurship, an approach that encourages employees to develop innovative ideas and solutions within a company, is one of the ways hotel companies attract qualified people. The study is qualitative, and data was collected through the recruitment sites of the leading hotel companies worldwide since these websites provide distinct information to potential job candidates beyond the available job descriptions. The hotel industry is highly competitive, with several brands, each with unique characteristics. However, they depend on their employees to materialise their brand's promises. To ensure personal-organisational fit, companies should give the right signals when presenting to potential candidates so that they may decide when receiving and interpreting these signals if they fit the organisation and are aligned with what that company offers and demands. Findings enhance our comprehension of the use by large hotel companies of employees' preference for behaving intrapreneurially as a strategy to attract and retain qualified staff. Results may also guide human resources practices in hotel companies and other service industries that seek to attract and retain talented professionals in an intensely competitive market. In addition, the results may serve as a basis for future studies on intrapreneurship in service companies. In an era when service companies struggle to attract and retain workers, this paper highlights how intrapreneurship may be a solution with a double benefit – staff attraction/retention and innovation. Although the study focuses on hospitality, the contribution is relevant to most services.