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This study aims to investigate whether organizational image: mediates the relationship between web site attributes and organizational attraction and moderates the relationship between person‐job (P‐J) fit and organizational attraction.

A total of 320 observations were collected from 80 senior‐level undergraduates, each half navigating a different set of four actual organizational web sites.

Organizational image was found to fully mediate the relationship between a web site's aesthetic features and organizational attraction; and moderate the relationship between P‐J fit perceptions and organizational attraction such that the change in organizational attraction was more sensitive to perceptions of P‐J fit when organizational image perceptions were more unfavorable rather than favorable. In addition, intercept differences revealed that individuals with below average P‐J fit were more attracted to organizations having a favorable image than an unfavorable image.

Findings underscore the importance of the positive relationship between organizational image and organizational attraction. In addition, organizations should assess applicant reactions to their web page, as it relates to perceptions and attitudes toward the organization.

This study integrates the web environment with two of the strongest antecedents to organizational attraction, organizational image and perceived P‐J fit.

The purpose of this paper is to investigate the effect of two instrumental organizational attributes (innovative perks and training) and one symbolic organizational attribute (ethics) on applicant attraction.

Using a sample of business undergraduates in their final year (n=339) and a policy-capturing approach, the authors tested a 2 (absence/presence of innovative perks) ×2 (few/many training opportunities) ×2 (ethics is not very important/is important) quasi-experimental design using ANCOVA.

In regard to main effects, results show that all attributes have a significant effect on applicant attraction, the “ethics” organizational attribute having the strongest direct effect followed by “training” and then “innovative perks.” In regard to all interaction effects, findings are only significant for two two-way interaction effects: “innovative perks×training” and “innovative perks×ethics.” Specifically, results indicate that offering innovative perks only had a positive and significant effect on applicant attraction when: a firm offered few training opportunities and ethics was important for the firm.

This study compared three key organizational attributes where most studies only tested one. Understanding which organizational attributes have the greatest influence on potential candidates’ attraction can help organizations optimize recruiting. The results suggest that developing an organizational brand that focuses particularly on ethics and training constitutes a winning recruitment strategy. This experiment is the first to provide causal conclusions on the relationship between innovative perks and attraction.

The purpose of this paper is to investigate potential differences in experienced and inexperienced workers’ interpretations of recruitment ads.

The paper uses a between subjects design to compare responses to recruitment advertisements. The advertisements varied in terms of compensation information.

Work experience did not alter perceptions of organizational culture but it did affect levels of organizational attraction. The implication is that all workers interpret recruitment advertisements in a similar manner but more experienced workers prefer different work environments than less experienced workers.

The results generally support the use of student populations or inexperienced workers in recruitment research. The study was limited to perceptions of pay statements. Other forms of recruitment information needs to be investigated.

Companies seeking to recruit experienced workers need to be attentive to how those workers will view the company’s culture based on information in their recruitment advertisements.

This study is one of a very limited number of organizational attraction studies comparing experienced and inexperienced workers. It is important because it helps clarify the underlying mechanisms impacting organizational attraction based on work experience.

The purpose of this paper is twofold. First, to discuss the application of a multi‐level perspective to signaling theory in a recruitment context. Then to discuss how the integration of signaling theory and the social identity approach may provide an improved understanding of the associations between an organization's recruitment activities and applicant attraction outcomes. The paper, first, summarizes the existing research and theoretical developments pertaining to signaling theory, multi‐level theory, and the social identity approach. From this literature a theoretical model from which research propositions are developed is suggested.

This is a literature review, within recruitment contexts, on signaling theory, the association between market signals and applicant attraction outcomes, and the integration of signaling, social identity, and self‐categorization theories as a theoretical foundation for research propositions.

Despite widespread acceptance of signaling theory in recruitment research, surprisingly little is known about the boundary conditions in the association between an organization's recruitment activities and applicant attraction outcomes.

A greater understanding of the application of signaling theory will enable managers to design and administer recruitment activities and processes in order to improve applicant attraction to recruiting organizations.

This paper fills a void in the recruitment literature by integrating signaling theory, social identity theory, and self‐categorization theory and providing avenues for future work.

The purpose of this paper is to test the effect of human resource systems on organization attraction. Furthermore, the authors theorize and test how the vocational interests of prospective employees can serve as boundary conditions that affect the relationship between high-performance work systems (HPWS) and organization attraction.

To achieve these ends, this study conducts a scenario-based experiment with prospective employees to examine the effects of HPWS and vocational interests on organization attraction.

The authors demonstrated that HPWS is an important feature for organization attraction. Despite the generally positive linkage between HPWS and organization attraction, the most important implication of the findings is that job applicants also have an important role in responding to the features being used by a firm to attract applicants through HPWS. For example, potential job applicants with higher (rather than lower) social vocational interests are more likely to be attracted to the HPWS of firms.

This study has limitations that must be considered. In particular, the authors treated HPWS as a unidimensional construct. Given the study design, it is unclear whether the attraction effects are driven by HPWS as a whole or whether they are being driven by any single or multiple component(s) of the system. Future research needs to consider examining how specific practices are matched with specific vocational interests by using multiple scenarios where they bundle different high-performance work practices. Doing so would further the understanding of which specific practices affect attraction and for whom.

This study contributes to the authors’ knowledge of the effects of HPWS on organization attraction. In addition, job applicants’ social vocational interest plays an important role in strengthening the relationship between HPWS and organization attraction.

Compensation influences applicants' perceptions of a position's attractiveness, but there has been limited analysis of how different compensation systems might reflect organizational cultures and influence organizational attractiveness. This article seeks to explore these issues.

An experiment was conducted in which 288 undergraduates reacted to scenarios describing a company that distributed salaries and benefits based on either merit or on seniority. Individual differences were also measured and analyzed. Analysis of variance and moderated regression were used to test the hypotheses.

Relative to seniority‐based compensation systems, the cultures of organizations relying on merit were perceived to be more aggressive, reward‐oriented, and less decisive. Unexpectedly, the psychological contracts of organizations using merit systems were generally perceived to be more relational and less transactional than those using seniority‐based systems. Individual differences were not related to attraction to the organization regardless of its compensation systems. Finally, individuals were least attracted to organizations that distributed both salaries and benefits based on seniority relative to those using a mixed compensation distribution system or one based entirely on merit.

The sample was composed of undergraduates who responded to a hypothetical job scenario. The scenario only included information about how salary and benefits are allocated. Future research should use more experienced samples that are considering actual positions.

Findings indicate how information about compensation systems might be used in job descriptions to encourage applicants.

This study was the first to find that merit/seniority‐based compensation systems for determining salary and benefits reflect different organizational cultures to job applicants and influence job applicants' attraction to organizations.

Based on social identity theory, the purpose of this paper is to explore how detrimental allegations of corruption are to potential applicants’ organizational attraction and how potential harm can be absorbed by choosing an appropriate response strategy.

Experimental survey data were collected from 239 German employees likely to be in the job market again in their careers.

Potential applicants are less attracted to allegedly corrupt organizations. Accepting the allegation and undertaking structural change, appealing to higher organizational goals, and denying the allegation appear to be effective organizational response strategies. A strategy concordant with the one potential applicants would choose if they themselves were confronted with an allegation of corruption fosters attraction.

The experimental design limits external validity. Future research should investigate whether the findings hold in a field setting where additional information about the organization and the potential job is available.

The findings demonstrate the need for organizational corruption prevention efforts. If organizations face allegations of corruption, they should carefully consider how to respond, what they signal by the chosen response strategy, and what applicants they are therefore likely to attract.

The observed interactions between organizations and individuals underline the need for societal efforts in creating a societal anti-corruption climate.

The study highlights the critical role of allegations of corruption, organizational response strategies, and concordance with individual response strategies regarding potential applicants’ organizational attraction.

Upon entering developed markets, emerging market multinational corporations (EMNCs) from China and India must compete with both host companies and other developed nation MNCs to attract and recruit necessary local talent. The purpose of this paper is to examine to what extent EMNC firms will be perceived as less attractive employers than their developed nation counterparts due to a perceived liability of origin bias. Major demographic and psychographic factors that may affect this bias will also be identified.

Seven hypotheses were tested on a total of 626 German, French and American respondents. Participants were randomly presented identical job descriptions from four hypothetical MNCs (American, European, Indian and Chinese) and were asked to evaluate the perceived attractiveness of working for, as well as their intent to pursue employment with, the offering firm.

Using hierarchical linear regression testing, combined with analysis of variance testing, EMNCs were found to have significantly lower organizational attractiveness than equivalent European or American owned MNCs. Mixed results were found for the various hypotheses based on the moderator variables.

Because the study included three distinct sub-groups, supplemental analyses controlling for possible variances between the sub-groups themselves are included. This multicultural study is one of the first to address the human perspective of EMNC outward foreign direct investment (OFDI) by identifying the existence of a potential liability of origin bias toward emerging market firms manifested by potential developed market job applicants. Furthermore, this study is one of the first to examine the influence of applicant age, professional status, gender and nationality with respect to the differences in the perceived level of organizational attractiveness between emerging market and developed nation firms.

This paper extends the literature in three important research areas. First, an extension to the literature on the highly relevant topic of OFDI by Chinese and Indian firms is made. Second, traditional research in the field of organizational attractiveness is further extended by combining it with the timely subject of Chinese and Indian OFDI into developed markets. Finally, this study extends international business literature by studying the influence of demographic and psychographic moderators on the perceived level of organizational attractiveness between emerging market and developed nation firms.

Talent management research today is increasing as organizational requirements attempt to meet the challenges of effectively managing talent to achieve organizations’ strategic agendas. However, in learning organizations specifically, investigations of talent management practices are limited, with this study exploring the role of talent management practices in employee satisfaction and organizational performance in Pakistan.

The study was conducted in various universities (public and private) in Pakistan using a quantitative approach. Cross-sectional data are collected through a questionnaire, with analysis and conclusions based on completed questionnaires from 403 respondents.

The study’s findings from the analysis by structural equation modeling (SEM) emphasize the positive and significant effects of most talent management practices (i.e. talent identification, talent development, talent culture and talent retention) on employee satisfaction and organizational performance (talent attraction is the exception). Employee satisfaction positively and significantly affects organizational performance and is found to have a mediating effect, bridging the relationships of most talent management practices (talent identification, talent development, talent culture and talent retention) with organizational performance.

The study’s findings support human resource professionals, academics and policymakers in managing talent practices to enhance organizational performance. The findings assist in developing core skills and talent-related competencies to achieve organizational goals and success.

The study fills the research gaps by developing a framework of talent management practices for employee satisfaction and organizational performance in learning organizations, which warrants further consideration.

The social media (SM) engagement framework consists of dimensions of employee privacy expectations and organizations' social media orientation. Further, the social media privacy orientation model provides better understanding of complexities of selection and retention created by the social media landscape.

Organizations are increasingly seeking talent to support burgeoning social media strategies. Qualified employees may be expected to have related professional experience and an active personal social media presence. In contrast to this evolving demand, prevailing guidelines suggest applicants minimize their social media activity altogether. These restrictive guidelines may be better suited for organizations that prefer or require high levels of discretion on social media given the differing engagement expectations across firms and among individuals.

How the congruence between an employee's expectations of privacy on SM and the organization's expectation of employees' SM usage affects applicant attraction to organizations and employee retention is outlined. Propositions are offered to foster research in this area.

Social media congruence is an important consideration for human resource (HR) policies and associated training.

Public policies toward the use of social media in recruitment and privacy should consider social media congruence.

The model advanced in the paper provides organizations and applicants with a stronger understanding of the complexities surrounding the use of SM in selection and retention decisions.

The peer review history for this article is available at: https://publons.com/publon/10.1108/OIR-05-2021-0260