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The aim of this paper is to provide some historical understanding of a popular recruitment procedure called a Realistic Job Preview (RJP). As long as individuals have worked for others there has been a need to exchange information about a focal job. Information can be exchanged through myriad channels. The aim here is to trace the origins of RJPs and discuss the initial studies that generated attention and interest in what has become known as “realistic recruitment”.

Along with a historical account, this paper provides a summary of the limitations associated with this method, proposed psychological processes mediating effectiveness of RJPs, and issues with development, mode of presentation, implementation of RJPs, and an important alternative/accompanying technique (ELP).

While this technique has been used for many years, it will continue to be a quality addition to any worker socialization program.

The value of this paper is that it places this technique in an historical context.

Traditionally, organisations “put their best foot forward” in hiring employees by providing only positive information. Their intention is to attract, hire, and retain the best applicants. On the other hand, applicants have their own ideas of what their prospective jobs entail. In most cases, these job applicants' expectations are unduly distorted and the practice by organisations of providing information that is all positive tend to reinforce unrealistic expectations. Real‐istic Job Preview is an attempt to “vaccinate” or make the expectations of prospective employees more congruent with real job experiences (e.g., Brancheau, 1987; Wanous, 1980). Hence, supporters of Realistic Job Previews (RJPs) claim that by giving prospective employees an accurate description of the job, those who take an appointment with the organisation will be less likely to leave the organisation voluntarily (e.g., Buhler, 1992). Furthermore, some proponents claim that in addition to bringing job applicant expectations “down to earth”, RJPs may serve any of the following functions: (1) discourage employees who will be less likely to survive on the job from accepting extended job offers (otherwise called self‐selection) (e.g.,Ilgen&Seely, 1974); (2) make applicants feel that the organisation is being honest and upfront—this may lead them to be more committed to the organisation (e.g., Wanous, 1977); and (3) increase the probability that the new employee will be able to cope with the demands of the job (e.g., Breaugh, 1983).

This study aims to foster work-family balance goals by evaluating the utility of two types of video-based realistic job previews on creating accurate expectations among future academics.

The first realistic job preview divulged information specific to jobs in academia. The second divulged work-family balance information specific to academia. Participants viewed one of the two realistic job preview conditions or a third control condition in which they did not watch a realistic job preview. Participants then indicated their knowledge about job and work-family characteristics in academia and their changing expectations.

Results supported both types of realistic job previews as a way to communicate information about academia, and individuals also expressed changing their own expectations as a result of viewing the realistic job previews.

This study implemented a classic tool – the realistic job preview – to communicate work-family balance information in a new and dynamic way.

While downsizing has become an increasingly popular organizational tool in the achievement and/or maintenance of competitiveness and increased productivity, the negative side‐effect known as survivor syndrome continues to plague many post‐downsizing organizations. This two‐part article has examined the full spectrum of research with the goal of producing a model. The model is based upon the problems survivors experienced and is modeled after the John Wanous Realistic Job Preview (RJP). The Realistic Downsizing Preview (RDP), which can be effectively used before the downsizing, is implemented to prevent survivor syndrome in the aftermath of the downsizing. The foundation of the RDP model is that, by addressing issues that have been observed as survivor syndromes prior to a downsizing, the negative outcomes can be minimized. Part II develops the RDP model and discusses the implications for managers and management.

The purpose of this paper is to explore the use of realistic job previews (RJPs) and realistic living conditions previews (RLCPs) during the recruitment of a group of internationally mobile knowledge workers who elect to go overseas independently rather than as part of an overseas assignment. It also aims to explore individual perceptions of the value of RJPs and RLCPs in contributing to work and general living adjustment.

The paper draws on a qualitative study of international faculty in six Canadian universities using in‐depth interviews to examine their experiences of recruitment and focusing specifically on the extent to which RJPs and RLCP were provided.

The findings reflect the need for realistic recruitment that includes information about position specifications and responsibilities as well as non‐organizational factors such as opportunities for spousal employment. Thus, respondents did not conceptualize the recruitment process in terms of two separate components of “job” (RJP) and “living conditions” (RLCP). Instead realistic recruitment emerged as a holistic process, with each individual having his/her own differential weighting of the relative importance of different factors.

The sample comprises mostly white‐western faculty, thus ethnic minority faculty are underrepresented. Further research might also explore the perceptions and experiences of international recruiters.

The paper extends the current literature on RJPs and RLCPs to consider internationally mobile knowledge workers who elect to go overseas independently. Located within an interpretive perspective it also enhances our understanding of individual experiences and the need for a more holistic approach to international recruitment.

Multinational enterprises (MNEs) have been troubled with the problem of expatriate premature return. This paper suggests addressing this problem by conducting realistic expatriate assignment previews (REAPs) for expatriate candidates. A model is proposed to explain the mechanism between REAPs and expatriates' intention to prematurely return from an assignment. Specifically, providing REAPs to expatriate candidates may reduce expatriates' early return intention and ultimately reduce the chance of expatriate premature return through the self‐selection effect, the role clarity effect, the adjustment of expectations effect, the worry effect, the freedom of choice effect, and the organizational honesty effect. This model also proposes that expatriate candidates' prior expatriate experience moderates the effect of self‐selection, role clarity, adjustment of expectations, and worry.

To report on the results of an empirical study on recruitment practices in the cruise industry and interpret these results from the perspective of theory on “realistic recruitment”.

Research was carried out in a two‐step approach. In the first step, semi‐structured interviews were conducted with recruitment specialists at seven cruise lines and recruitment agencies. Based on these qualitative results, a survey questionnaire was sent to recently hired employees of a European cruise line. A total of 60 completed questionnaires were used for the analysis.

The study provides support for the existence and importance of a “realistic” recruitment approach in the particular context of the cruise industry. Recruiters possess extensive knowledge about the companies and jobs for which they recruit and systematically communicate negative information about difficult living conditions and work contexts on board through a variety of media. Candidates ranked the importance and usefulness of different media in the recruitment process and assessed their satisfaction with information received during recruitment.

Both samples – for the qualitative and the quantitative part of the study – are relatively small. The fact that we focused on employees of a European cruise line may limit the generalizability of results.

Realistic recruitment can have a positive impact on turnover and job satisfaction. We provide recommendations for implementing a realistic recruitment approach in the cruise industry.

The realistic recruitment approach is uniquely suited for the particular context of the cruise industry. To our knowledge this is the first empirical study on this topic in the context of the hospitality industry.

Little research has been done on the impact of realistic job information on the salesperson′s decision to terminate a sales position. Using propensity to leave as a surrogate for salesforce turnover, presents the results of an investigative study of realistic job information in sales interviewing. Breaks down the construct of realistic job information into four dimensions, namely volume; personal relevance; depth; and accuracy. Finds that salespersons who display a higher tendency to leave their jobs believed their job preview to have been less realistic than those who exhibit a propensity to stay in their positions. Also finds, however, that while relevance, depth and accuracy of job information are strong predictors of propensity to leave a sales job, volume of information is not, suggesting that the problem may be one of interview quality, rather than information quantity.

Formal orientation programs play a potentially important role in newcomer adjustment, yet research aimed at understanding and improving the effects of these interventions has stagnated in recent years. The purpose of this chapter is to facilitate a redirection of researchers’ attention to such programs, and to suggest ways to integrate this body of research with recent developments in socialization and training literatures.