The objective of this literature review is to investigate the advantages of providing potential candidates with a clear understanding of job expectations in order to effectively attract and retain employees. It will explore the concept of realistic job previews and discuss various tests conducted to support their use, as well as analyze the importance of employee attraction. Furthermore, it will evaluate the factors that influence realistic job previews.
Finally, the effectiveness of administering realistic job previews (RJP) should be evaluated. RJP is a concept in selection and recruitment where potential or new employees are informed about the specific tasks and responsibilities they are likely to have in their job. This is important because it allows employees to understand both the positive and potential negative aspects of their role. However, implementing RJP can be challenging for both prospective employees and the organization, as Dugoni and Ilgen (1981) explain. Both parties need to gather relevant information about each other while still maintaining attractiveness.
However, if RJP’s are conducted effectively, they can establish trust, lessen the surprise of starting a new job, enhance comprehension of expectations, and as Dean and Wanous (1984) argue, greatly decrease employee turnover. For instance, Dean and Wanous (1984) investigated the impact of realistic job previews on the recruitment of bank tellers. They observed 249 newly hired individuals over a span of 48 weeks and compared their outcomes with two control groups.
In a study, new employees were given a job preview that had lower initial job expectations compared to two other groups. Results showed that there was no difference in initial attitude towards the organization or job performance. However, turnover was significantly different, with many in the control group leaving after a couple of weeks, while those who had the job preview only started leaving after the twentieth week. Another study by Meglino (1988) examined the effects of two different realistic job previews on 533 male and female US Army trainees. The previews aimed to enhance overly pessimistic expectations and reduce overly optimistic expectations, and looked at turnover and changes in responsibilities.
According to their findings, trainees who were exposed to combined previews had significantly lower turnover, while those who were exposed only to the reduction preview had significantly higher turnover. Additionally, the previews administered in all experimental conditions were more effective in reducing turnover among more intelligent trainees and those initially more committed to the Army. Furthermore, trainees who saw the Army as more caring, trustworthy, and honest, and who were more committed to the Army and satisfied with their jobs, experienced less role ambiguity. These results from both bank teller and US Army trainees are interesting as they represent different occupations with different realistic job preview issues. However, effective RJP strategies were able to reduce staff turnover in both cases. There are three main theories surrounding why realistic job previews decrease staff turnover rates. Firstly, prior to employment, individuals adjust their job expectations to more realistic levels according to Porter and Steers (1973).
According to research, realistic job previews (RJPs) have been found to lessen job turnover in the work environment. This can be attributed to the fact that RJPs lower employees’ job expectations to align with the actual practice within the work environment. Additionally, RJPs enhance a new employee’s coping skills on the job, leading to reduced stress. Previous studies by Ilgen and Seely (1974) and Dean and Wanous (1984) have also highlighted these benefits of RJPs in reducing turnover.
The hypothesis suggests that employees who receive information about potential job problems are better prepared to handle them. This could be because they are less impacted by issues they were previously alerted to, or because they can practice strategies for dealing with these problems beforehand. Another theory explaining why Realistic Job Previews (RJP) decrease turnover is presented by Dugoni and Ilgen (1981), who propose that the organization’s transparency in providing this information fosters trust with the employee. As a result, the employee is more likely to feel drawn to the organization and less inclined to quit.
Although realistic job previews can be advantageous for decreasing staff turnover and contributing to an organization’s long-term success, there are potential drawbacks if they are not implemented correctly. In a study by Bretz and Judge (1998) that examined various aspects of applicant attraction, such as the significance applicants place on negative information compared to factors like pay level and promotional opportunity, it was found that applicants associate negative job information with a relatively high level of negativity. Additionally, the study discussed how highly qualified applicants may self-select out of accepting a job if negative information is presented due to the significant opportunity cost associated with their decision. These findings emphasize that while realistic job previews can reduce staff turnover, not all strategies will necessarily prove effective.
This is because there may be a chance that the job preview will deter top talent from working with the organization. Realistic job previews are not always effective, so it is important to consider applicant-related variables that can impact prospective employees in order to avoid wasting time, money, and producing negative results. Suszko and Breaugh (1986) conducted a study to examine how applicants would react based on the economic condition. They asked employees, “If you had not taken this job, how easy would it have been for you to find another one just as good?” This question is crucial as RJP initiatives may have different outcomes depending on the availability of work. Their findings indicate that “RJP recipients were more likely to decline job offers… when an RJP is used in conditions in which applicants lack realistic expectations and have the ability to turn down unattractive job offers.” Another factor to consider is whether the applicant already possesses realistic job expectations. Breaugh (2008) explains that for many occupations, applicants may already have realistic job previews.
The text highlights the example of applying for a job as a checkout worker at a local supermarket. In this situation, most people already have knowledge of the tasks involved because they encounter them in their daily lives. Therefore, conducting Realistic Job Preview (RJP) activities would be unnecessary. However, Breaugh (2008) suggests that even when an employer tries to inform a potential employee about the duties they will perform, the effectiveness of RJP can be limited because individuals may lack experience or self-insight, leading to inaccurate predictions.
In order to achieve optimal results, it is important to understand that the effectiveness of a realistic job preview (RJP) depends on the recipient’s comprehension ability. For example, if an employee is told they will be standing all day, they may not fully grasp the impact if they have never experienced it. Therefore, comprehending different RJP approaches is crucial in addressing applicant-related factors.
Colarelli (1984) conducted research on bank tellers and compared the effectiveness of a 1,500 word brochure, a conversation with an incumbent, and a control group. The results showed that the voluntary turnover rate of the three groups within a two-month period was as follows: conversation (13%), brochure (39%), and control group (28%). This demonstrates that conversations are more effective than brochures in providing realistic job previews and reducing turnover.
It is possible that conversations bring a level of personalization that the other groups lacked. A study by Iles and Robertson (1989) supports the notion that job simulations provide a better understanding of the skills required for a job compared to booklets and videos, which are widely used for conveying realistic job previews. Breaugh (2008) also suggests that workplace tours are an interactive and effective way to convey RJP’s.
This would allow potential employees to observe the organization’s physical environment (noise/temperature), degree of workplace interaction (teamwork or individual work emphasis), and demographics (characteristics of the people working within the organization). Therefore, research suggests that highly interactive Realistic Job Previews (RJP’s) can provide more personally relevant information to potential employees compared to traditional methods. According to Breaugh (2008), RJP’s should be included in a multi-staged approach.
The hiring process can include multiple stages to ensure that applicants have a clear understanding of the job and the organization. It may begin with a job advertisement and information on the company website, followed by a telephone screening interview. Final candidates may be invited for a worksite tour and a simulation activity. This multi-staged approach allows applicants to gain insight into the organization and job responsibilities, reducing the risk of misunderstandings.
Overall, realistic job previews are a valuable technique for informing new employees about the specific tasks and responsibilities they will undertake in their job. Studies have shown that having this knowledge can significantly decrease employee turnover. However, it is essential to conduct RJP’s correctly to avoid discouraging top talent from joining the organization. To achieve this, it is crucial to comprehend and address the job-related factors, preferably through a multi-staged process.
