Part-2

Organizational Entry

Organizational entry is the process by which individuals cross the

boundary from outside to inside an organization; it reflects the movement
into such entities business, schools, or the armed forces.

The organizational entry process consists of two simultaneous

activities. On one hand, individuals assess organizations to determine
which one is most likely to meet their career needs and values. On the
other hand, organizations assess candidates’ talent so they can select
hose with the highest likelihood of succeeding in the firm, just as
candidates make decisions about organizations; organizations make
decisions about job candidates.

The ultimate objective of organizational entry is to match between

the individuals and the organization. The candidate’s capabilities and
job’s recruitments must match, as should the individual’s needs and the
organization’s rewards or reinforcements. The capability- job requirement
match can affect the level of job performance an employee attains,
whereas the need-reinforcement match can influence the level of job
satisfaction an employee experiences. Both matches affect the
contribution a new employee makes to his or her organization.

Theories of organizational entry

APPLIED two psychological models- expectancy theory and
programmed decision making- to the occupational process. These models
have also been used to understand how people chose a specific job in an
organization.
According to expectancy theory, job candidates are attracted to the
organization that is most likely to provide desirable outcomes and avoid
undesirable outcomes. In this sense, individuals would gather relevant
information during the recruitment process and would then use this
information to estimate the each hood that alternative employees will
provide the desired set of outcomes. The individual (consciously or
unconsciously) multiplies the value of each outcome by these estimates
and sums the products across all possible outcomes. This an individuals
would be expected to accept a job offer from the firm that is most
compatible with one’s values(i.e.), the one most likely to provide thus
positive outcomes as interesting work, pleasant working conditions,
advancement opportunities, and others). A rival theory, un programmed
decision making, portrays job candidates as considerably less through
and rational than does expectancy theory. According to this view,
candidates initially attracted to organizations that are acceptable
according to just one or two critical outcomes of a long set of outcomes,
develop an implicit (often unconscious) choice of an organization, and
then engage in perceptual distortion in favor of the organization they
have already implicitly chosen. Organizational choice, in this view, is
based on the subjective perception that an organization can provide a
satisfactory opportunity to attain just few highly significant outcomes.
Further, research has shown that an organization’s “corporate image”
has a strong influence on an individual’s choice to pursue employment
with that organization.

Role of Expectations in Organizational entry

Both models of organizational choice–expectancy theory and
unprogrammed decision making–reflect a matching process in that
people choose jobs that will satisfy significant values. In effect, both
models suggest that candidates develop expectations about an
organizations capacity to provide valued customer. These expectations
guide us toward or away from various job opportunities. A person’s
attraction to a certain job is based on the expectations that the job will
provide such desirable outcomes as interesting work and autonomy on
the job. A new employee holds some expectations when he enters into an
organization. But when these expectations become dissatisfy and he
faced with the realities of a job and ultimately, may choose to level the
organization. Some of the factors are given below to develop unrealistic
expectations.

1. Career Transition:
This is the most fundamental explanation for an unrealistic
expectation is that the path from the job seeker role to the employee
role represents a career transition. A career transition is a period in
which a person either changes a career role (interrole transition) or
changes orientation to a current role (intrarole transition).For
example: when a person leaves school and enters a work organization
(an interrole transition), there are many differences between the old
and new settings: differences in tasks, required behaviors, norms and
expectations. Indeed, the lives of students and employees are vastly
different.

2. Recruitment process:
The recruitment process has often been viewed as the most
significant source of unrealistic expectations. In essence, it is claimed
that organization often portrays jobs in overly optimistic terms, thus
inducing unrealistic expectations on the part of the job candidate. To
keep qualified candidates interested in the organization, recruitment
often focuses on “selling” the organization.

3. Organizational Stereotypes:
Many candidates hold images and stereotypes of certain companies
or industries even before they have had extensive contract with an
organization .For example: Research has been found that job
candidate’s holds specific stereotypes of all small companies that
differ substantially from those of big firms.

4. Educational process:
Some of the major distinctions between the student role and the
role of a new employee have been considered .Also to be considered is
the extent to which specific courses at the college or graduate level
prepare students for the reality of the work world. For example:
technically oriented courses in engineering or business reduce the
problem in working within an organizational structure as a new
employee.

5. Lake of prior work experience:

Job candidates without extensive prior work experiences may be
particularly susceptible to the development of unrealistic
expectations. Job candidates with a variety of prior work experiences
seem to engage in a more thorough information search during
recruiting than candidates without such experiences.

6. Self-Delusion:
The effects of environment (recruiting, selecting, education ,work
experience) on the development of unrealistic job expectations
.Several studies have demonstrated a strong positive relationship
between a persons values and his or her expectations. In other wards,
people come to expect job characteristics they want to experience.
Organizational actions during the entry process:
Organizations have 3 major tasks to accomplish during the entry
process. First they need to attract talented and qualified candidates into
the applicant pool and keep them interested in the organization. Second,
they need to attract candidates in such a way as to minimize the
development of unrealistic job expectations on the part of the candidates.
Third, they must assess candidates accurately. Some of the factors must
be considered in this purpose.

1. Attraction of the job candidates:

Extensive research on candidate’s reactions to recruitment has
only recently begun. Several issues have been identified that has
significant implications for organizations.
Impact of the researcher: for many candidates for managerial,
professional, and technical positions, the first formal contract with the
organization is with the recruiter, and the first activity is the screening
interview. Researchers are beginning to accumulate information on the
desirable qualities of this initial interaction between the candidate and
the organization. Candidate’s reactions to interviews are most positive
when the recruiter is perceived as knowledgeable. Recruiters who are
familiar with the candidate’s background and understand the
organization and job qualifications in detail are viewed favorably.
Follow-up activities: On completion of the initial screening interview
with a candidate, organizations decide whether to carry the process to
the next step or to terminate the relationship with the candidate .In
summary, Organizations can take step to attract candidates during the
recruitment process. The importance of the recruiter and the initial
interview can not be overemphasized. The manner in which the site visit
is planned and implemented and in which the job offer is extended also
influence candidates attitude. All these activities contribute to the image
and organizations projects to the public.

2. Realistic Recruitment:
Realistic Recruitment means presenting candidates with relevant and
undistorted information about the job and the organization. It is often
contracted with traditional job previews (TJP), in which organizations
paint overly optimistic pictures on their job and practices.
 The presentation of realistic information to job candidates should
reduce the level of voluntary turnover among candidates who ultimately
join the organization. Several arguments have been advanced to support
such a position. First, Realistic previews lower candidates expectations to
more appropriate levels-expectations that are more likely to be meet on
the job. Employees whose expectations have been met tend to be
satisfied with their jobs, and satisfied employees are less likely to quit
than are dissatisfied employees. A Second explanation views a realistic
preview as a vaccination against the reality of the job. A third
explanation is that realistic job preview (RJP) conveys an air of honesty
to job candidates. This can have two effects. First, candidates may
admire and respect an organization that is candid enough to “tell it like it
is”. This attitude can bond a new employee to the organization and
reduce the likelihood of turnover. Fourth, it has been suggested that
realistic previews offer candidates a basis to self-select out of the
recruitment process. In other words, they should enable candidates to
determine whether a job will meet their significant values.

3. Assessment & Selection:

Once prospective job candidates have been attracted and realistically
recruited, the next step for organization is final assessment & selection.
Devid Bowen, Gerald Ledford, and Barry Nathan offer a four step
approach for organizations to achieve total person organization fit in the
selection and hiring of employees. In the first step, the organization
should assess the overall work environment to identify specific
organizational characteristics and components that are important in
determining job success. In the second step, the organization infers the
type of person required to fill a specific job. The third step involves the
use of programs that allow the organization and the individual to assess
fit. For the organization, assessment of can take many different forms,
including simultaneous of work, structured job interviews, previous work
experience, cognitive ability tests, reference checks, education, and
personality tests. The Fourth step is selection of employees to achieve
person organization fit is reinforcement once the individual is hired.
Especially organizations should provide such programs as orientation,
training, mentoring and other supportive alliances that emphasized the
symbiotic nature of the relationship between individual and organization.

4. Individual actions during the entry process:

 From an individual perspective, the primary aim of organizational
entry is to obtain a job that is reasonably consists with ones preferred
work environment. Five major considering tasks that people need to
confront during organizational entry. That are-

i. Development of Self-Awareness: Effective career management

decisions rest on the foundation of self-awareness. Without
understanding ones personal values, interests, and talents.
Perhaps most important, it is essential to expose oneself to
opportunities for feedback, to use daily experiences as sources of
information about oneself.
ii. Identification of Prospective employee: Research has identified five
major sources of job leads. The five sources are college placement
offices, unsolicited direct application, personal contracts,
advertisements in newspaper and journals, and personal agencies
and search firms. There exist two broad types of personal
contracts:*family members, friends, and social acquaintances and
*work contracts such as present or past bosses, colleagues and
teachers.
iii. Effective job employee Behavior: Just like an organization, a job
candidate has multiple goals during recruitment. Candidates need
to make a favorable impression to receive a job offer, and they
must gather useful information about companies so they can
assess alternatives. Sometimes, these goals can conflict with one
another.
iv. Assessing Organization: To make a realistic job choice, a candidate
needs to assess organizations carefully and systematically. A
useful organizational assessment requires the collection and
analysis of varied sources. To assess a organization some factors
should be born in mind-Size of the organization, structure of the
organization, outlook of the industry, location of the organizations
headquarter, financial health of the organization, availability of
training and development opportunities etc.
v. Choosing Organization: Like the choice of an organization, the
selection of a job should not be a mechanism “by the members”
decision. On the basis of ones preferred environment, one should
identify a set of desirable & undesirable outcomes and estimate
the compatibility of each alternatives job with each outcome.