JOURNAL 1

CHANGING AN UNFAVORABLE EMPLOYER REPUTATION: THE ROLES OF

RECRUITMENT MESSAGE-TYPE AND FAMILIARITY WITH EMPLOYER

1.0 Introduction

This journal is written by Adam M. Kanar, Christopher J.Collins and Bradford S. Bell on

2015. It is published in Journal of Applied Social Psychology.

2.0 Research Method

2.1.0 Type of Variables

i. Independent Variable: High-or-low information recruitment messages.

ii. Dependent Variable: Perception of employer’s reputation.

2.2.0 Respondents:

i. Samples: 213 undergraduate students enrolled in an introductory Human Resource

Management course that was offered an additional percentage point toward their

final course grade.

ii. Sampling Method: Simple-random sampling.

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2.3.0 Research Design

This journal is a quantitative research by survey. There are two sets of measurement

in the survey, which are the first set is three items used in previous research (Collins

& Stevens, 2002) measured job seekers’ initial familiarity with the employer. The

second set is five items from a validity study (Highhouse, Lievens & Sinar, 2003) to

assess job seekers’ perceptions of the company’s employer reputation.

3.0 Research Hypothesis

3.1.0 Research Hypothesis 1

i. Finding: Job seekers exposed to high-information recruitment messages will exhibit

more positive change in their perceptions of employer reputation than job seekers

exposed to low-information recruitment messages.

ii. Result: Supported because the result suggesting that job seekers in the high-

information condition exhibited greater linear change in their perceptions of

employer reputation than job seekers in the low-information condition.

3.2.0 Research Hypothesis 2

i. Finding: Job seekers familiarity with employer will be negatively related to change

in their perceptions of employer reputation.

ii. Result: Accepted because job seekers who were more familiar with the

organization exhibited less change in their perceptions of employer reputation.

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 3.3.0 Research Hypothesis 3

i. Finding: Familiarity with employer moderates the impact of recruitment messages

on change in perceptions of employer reputation such that low-information

recruitment messages have a significantly greater effect on change in employer

reputation under low versus high familiarity.

ii. Result: Rejected because on contrary, the effects of message-type and familiarity

on change in the job seekers’ perceptions of employer reputation were additive

rather than interactive.

4.0 Conclusion

One of the most important ways organizations can attract job seekers is through a favorable

organizational employer reputation (Rynes & Cable, 2003). From this research, it can be

concluded that job seekers’ employer reputation beliefs are changeable over time through

recruitment efforts.

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5.0 Discussion

5.1 Opinion

Overall, I do believe that this journal is categorized as a good journal because there is less

missing information and it is clear and easy for me to review. Each of the section, such as

introduction, research designs, results and discussions are clear and there is attachments of

appendix for our further reference and better understanding of this research, which is quite

useful for me as a beginner with journal reviews.

Next, I do find that this research is interesting because I never thought that if we

improve our recruitment messages, example like from a short, simple recruitment message to

a longer message will give a positive impact and perceptions to job seekers. I always thought

that most of the company will be highlight by job seekers due to brand popularity or

company’s popularity, but if we provide a very good recruitment message, it will attract job

seekers as well.

Last but not least, this research is a longitudinal research and applied in real life

situation. Hence, it is valid and useful for future strategy regarding recruitment of new

employees and I do believe it is not easy to conduct this journal, but at the end it contributes a

lot to other people.

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5.2 Impact of the Journal

I do believe that this journal gave the readers an impact for recruitment skills, especially for

those that involved in Human Resources department. When we read this article, we do know

that if we repeat a recruitment messages to the job seekers, it may alter unfavorable

perceptions from them. Most of the company these days will give a single recruitment

messages and sometimes a very simple message. Hence, now we do know there are another

strategy to favor job seekers.

We also learnt that high-information messages will results greater change than low-

information messages to job seekers as it will increase familiarity of the company. It is also

naturally increases the confidence in the causal link between recruitment practices and

changes in job seekers’ perceptions of potential employees. By this point, we do learn that by

engaging a very good writings and explanation about the company, it will enhance the

company’s popularity, which is useful.

Last but not least, the job seekers also will get high-information messages and

recognize potential company that meets their expectation if this research applied in a real life.

It is useful for them because some of new employees that apply for certain company turns out

to stick a very short time as a worker because the company gives a low-information message

and ended up did not meet their expectations.

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 JOURNAL 2

DOES PAY-FOR-PERFORMANCE STRAIN THE EMPLOYMENT

RELATIONSHIP? THE EFFECT OF MANAGER BONUS ELIGIBILITY ON NON-

MANAGEMENT EMPLOYEE TURNOVER

1.0 Introduction

This journal is written by Dionne Pohler and Joseph A. Schmidt on 2016. It is published in

Personnel Psychology via Wiley Online.

2.0 Research Method

2.1.0 Type of Variables

i. Independent Variable: Managerial pay-for-performance policies.

ii. Dependent Variable: Employment relationship.

2.2.0 Respondents:

i. Samples: 2,016 establishments responded to the compensation survey at Time 1 and

1,961 responded at Time 2. Total of 267 establishments provided such information

for voluntary turnover (13.24% response rate for participants who completed the

optional section in addition to the initial compensation survey) and 173

establishments for involuntary turnover (8.58% response rate for participants who

completed the optional section).

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 ii. Sampling Method: Random samples from the company that match the requirement

of the survey.

2.3.0 Research Design

Quantitative research. A national survey of compensation practices in the travel, tourism and

hospitality industry was sponsored by the Canadian Tourism Human Resource Council, and

was administered in two waves from September 2008 to January 2009, and again from

September 2010 to January 2011. A local representative for each establishment (HR manager,

operational manager, or business owner and operator) provided data about the organization’s

compensation policies, HR practices, and turnover. In the second wave of data collection,

respondents provided the number of non-management employees who voluntarily quit as

well as the number of non-management employees who were fired for poor performance in

the previous year. This is similar to methods used to measure establishment-level customer

satisfaction in past research (e.g., Batt & Colvin, 2011).

3.0 Research Hypothesis

3.1.0 Research Hypothesis 1

i. Finding: The association between the proportion of bonus eligible managers and

turnover among non-management employees is moderated by overall workforce

performance. There is a stronger positive association between the proportion of

bonus eligible managers and (a) involuntary and (b) voluntary turnover among non-

management employees when overall workforce performance is lower compared to

when it is higher.

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 ii. Result: Not supported. There is also test for interaction between manager bonus

eligibility and non-management employee compa-ratio as an alternative workforce

performance proxy variable. The interaction effect was not significant for either

involuntary or voluntary turnover. Thus, although there was a positive effect of

manager bonus eligibility on voluntary employee turnover, we are unable to

conclude that the rationale derived from agency theory explains this effect.

3.2.0 Research Hypothesis 2

i. Finding: The association between the proportion of bonus eligible managers and

voluntary turnover among non-management employees is moderated by the

proportion of bonus eligible non-management employees. There is a stronger

positive association when the proportion of bonus eligible non-management

employees is lower compared to when it is higher.

ii. Result: Not supported. The interaction between manager bonus eligibility and non-

management employee bonus eligibility on non-management employee voluntary

turnover was not significant.

3.3.0 Research Hypothesis 3

i. Finding: The association between the proportion of bonus eligible managers and

voluntary non-management employee turnover is moderated by organizational

investment in HR practices that train and incentivize managers to treat employees

well. The positive association will be weaker when there is extensive organizational

investment in these HR practices, and stronger when there is not.

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 ii. Result: Supported. The interaction between manager bonus eligibility and manager

HR practices was significant. Consistent with Hypothesis 3, the follow-up tests

show that the proportion of managers eligible for bonuses had a positive effect on

voluntary employee turnover.

4.0 Conclusion

Employees are more likely to leave as a result of a disagreement with their manager, and

significant organizational investments in HR practices that train and incentivize managers to

treat employees well attenuate the positive effect of manager bonus eligibility on non-

management voluntary turnover. The practical significance of the results is substantive.

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5.0 Discussion

5.1 Opinion

Overall I could say that this journal is a very good journal due to many references and all the

details explained well, it is not too hard for me to find all the information that required doing

this journal reviews. But on the same time I could say that as a beginner for Industrial

Psychology, there are terms and words that confused me and some of the explanations I could

not imagine really well because I have never been to a big company and work in there. I

could imagine the surface but sometimes when the explanation goes deeper, I get confused

easily.

But when I read this journal, I could relate it in my real life, whereas my fiancé

working in this particular company and he told me before he came in, all the workers are

stick together due to agreement between employers and workers. They also got 3 times

bonuses in a year but the turnover rates increases very high after the management changed.

The workers were unhappy with the new systems, decreases the relationship between

employers and workers and the worse part, they only got 2 times bonuses in a year. I could

say that it is a worse part because the company always asks the workers to work more than

they supposed to but the company did not pay for their overtime nor pay for the extra

performance. They totally rely on the bonuses as for their performance.

Hence, I could understand the conclusion of the journal and gave me ideas how the

variables influences each other by imagine real life event with this research.

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5.2 Impact of the Journal

This journal gives a high impact for those that involves in a workplace. If a worker read this

journal, they will understand more the implications of good employ relations and also good

pay-for-performance and bonuses. It will make them aware of those important things when

they get into a specific company, therefore the workers can ask the company or current

employees about the company before they get the job. They can whether choose to find a fine

company that matches their needs or they can get into a bad company but at least the workers

already prepare mentally for the implications and learn to cope with it.

Next, it is useful for Human Resource too because this journal will give them new

ideas to develop, be a better company. They can kick start a program or workshop to develop

employ relationship skills and also determine how to attract employees with bonuses. As I

mentioned in opinion section from real life event, it is clearly shown that a good relationship

are not well enough to make employees stay, especially if the workers are working in a very

stressful job. The bonuses and advance payment will make people stay because they might

think they deserve more and with money, they can withstand pressure. There is solid reason

to stay than just a good relationship between managers and workers.

Last but not least, it is useful for researchers because they will get new ideas to

develop this research and by doing this, it will promotes new idea, new ways to get a better

solution to handle personnel issues.

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 JOURNAL 3

DOES COACHING MATTER? A MULTILEVEL MODEL LINKING

MANAGERIAL COACHING SKILL AND FREQUENCY TO SALES GOAL

ATTAINMENT

1.0 Introduction

This journal is written by Jason J. Dahling, Samantha Ritchie Taylor, Samantha L. Chau and

Stephen A. Dwight on 2016. It is published in Personnel Psychology via Wiley Online.

2.0 Research Method

2.1.0 Type of Variables

i. Independent Variable: Multilevel model linking managerial coaching frequency and

skill.

ii. Dependent Variable: Sales goal.

2.2.0 Respondents:

i. Samples: The data reside at two levels of analysis: the sales team and the district

manager of that team (Level 2), and the individual sales representatives nested

within each team (Level 1). At Level 2, data were collected from the 136 district

managers who participated in the role-play exercise that provided the rating of

coaching skill (approximately 56% of the district managers in the entire

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 organization). At Level 1, data were collected from the 1,246 sales representatives

organized underneath the participating district managers.

ii. Sampling Method: Random samples from the particular workplaces that meet the main

requirement for measurement.

2.3.0 Research Design

Quantitative research that divided by three parts, which is Coaching skill (Level 2). It

operationalized coaching skill as the ratings made in May 2011 by regional directors in the

context of the developmental role-play exercise described in the Research Context section.

They instructed the regional directors to make their ratings on a structured instrument and to

observe a minimum of two coaching interactions with different sales representatives prior to

making their ratings for each district manager. The structured instrument was an eight-item

proprietary measure that assesses the district manager’s coaching skill in terms of feedback

delivery, behavioral modeling, and goal setting behaviors.

Next, Team role clarity (Level 2). All sales representatives were surveyed concerning

their perceptions of role clarity with a nine-item measure delivered in the context of the

organization’s proprietary, annual engagement survey in September 2011.

Third, Sales goal attainment (Level 1). End-of-year sales performance data for all of

2011 were collected from archival organizational records in early January 2012. The sales

performance criterion was measured at the individual level in terms of the sales

representatives’ average quarterly goal attainment for the year.

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3.0 Research Hypothesis

3.1.0 Research Hypothesis 1

i. Finding: Hypothesis 1a) District manager coaching frequency is positively related to

sales goal attainment.

Hypothesis 1b) District manager coaching skill is positively related to

sales goal attainment.

ii. Result: Hypothesis 1a) Rejected. The results of the model suggest that, on average,

coaching frequency is not related to sales goal attainment

within districts.

Hypothesis 1b) Supported. ratings of managerial coaching skill had a

significant, positive direct effect on representatives’ sales

goal attainment in support.

3.2.0 Research Hypothesis 2

i. Finding: Coaching skill moderates the relationship between coaching frequency and

the sales goal attainment of individual direct reports, such that the positive

relationship between managerial coaching frequency and sales goal attainment will

be stronger when coaching skill is high, as opposed to low.

ii. Result: Rejected. Coaching frequency is unrelated to performance when coaching

skill is high, implying that managers who are highly skilled coaches are able to

have a strong impact on performance, even with infrequent individual interactions.

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 3.3.0 Research Hypothesis 3

i. Finding: Team role clarity partially mediates the positive relationship between

managerial coaching skill and the annual sales goal attainment of individual sales

representatives.

ii. Result: Supported. Managerial coaching skill had a moderate, positive direct effect

on sales goal attainment and a weak, positive indirect effect on sales goal

attainment through team role clarity.

4.0 Conclusion

Managers who exhibit highly skilled coaching behavior have employees with meaningfully

greater sales goal attainment. Also, by identifying the psychological states that mediate this

relationship, it is clarified how coaching frequency and coaching skill interact to enhance

sales goal attainment.

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5.0 Discussion

5.1 Opinion

First of all, I think this is a hardest journal for me to understand between three journals that I

have read because it involves multi-level and coaching system for the variables. Again, it is

hard for me to imagine in a very specific ways according to this journal due to my lack of

personal experience in workplace, plus with language that sometimes I could not understand

and have to discover the terms by myself, which is for that part is a positive sides for me

because I did learn new things. But overall I could not deny that if I understand well this

journal, it will be very useful because it is a good journal, with many references, detailed

information.

When I read about coaching system, I could relate it with my real life business path

between me as a coacher with my agents as workers in online apparels industry. I could see

that from beginning, the sales were going slow because I rarely coach the workers and I was

lack of idea and experiences as a coach. But after some time, I got new ideas and ways to

develop my coaching style and I gave coach in a continuous timeline. Surprisingly, the sales

increases greater than before and I also got trust and good relationship with my workers.

Hence, when I read this journal, I could understand a little bit about how coaching

system affects the goal sales, influences the variables to each other.

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5.2 Impact of the Journal

I do believe that if business owner that have not yet use coaching system read this journal, it

will be an essential for them to boost the sales using the coaching system. They can get new

ideas whether to coach by themselves, or they can hire an experienced coacher. Some

companies will get a high impact for sales, but we can also say that coaching system is

applicable to develop strong organization skills too if that companies did not need coaching

system to boost their sales.

Managers and all from the higher positions in the company also will understand well

the benefits of this research because they will learn that coaching system can be used too to

develop their company in many ways, based on their goals, it is not necessary for sales only.

They will also understand what needs to be done if they using coaching system and what

requires them to achieve great results using this system.

Last but not least, this journal will be useful for researchers to get new ideas when

they develop this topic and study the results given. From this journal, it will give them more

ideas to research for new things that have not been discover yet and they can use this journal

as a reference because this journal could be categorized as an updated and latest journal.

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