人力资源管理专业 文献翻译原文.docx

人力资源管理专业 文献翻译原文.docx

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人力资源管理专业文献翻译原文

StagesoftheRecruitmentProcessand

theReferrer'sPerformanceEffect

ValeryYakubovich

TheWhartonSchool,UniversityofPennsylvania,3620LocustWalk,Philadelphia,Pennsylvania19104,

valeryy@wharton.upenn.edu

DanielaLup

GraduateSchoolofBusiness,UniversityofChicago,5807S.WoodlawnAvenue,Chicago,Illinois60637,

daniela.lup@chicagogsb.edu

Althoughtheexistingtheorypredictsthatareferral'schancesofbeinghiredincreasewiththejobperformanceofthereferrer,noempiricalevidenceisavailabletosupportthisclaim.Toaddressthisdiscrepancy,wedecomposetherecruitmentprocessintoobjectiveselection,subjectiveselection,andself-selectionandtheorizethatthelikelihoodofpassingaparticularrecruitmentstageincreaseswiththeperformanceofthereferrerunderobjectiveselectionandselfselection,butremainsundeterminedatastageofsubjectiveselection.Ouranalysisofuniquecomprehensivedataononlinerecruitmentofsalesagentsinavirtualcallcentersupportsthesearguments.Theeffectivenessofpersonnel人事asarecruitmentchannel招聘渠道varieswith随着thetypeoftherecruitmentstageandperformanceofthereferrer.Whenthefirmevaluates评估candidates申请者byanobjectivecriterion客观标准,theadvantage优势ofareferral被推荐increaseswiththeperformanceofhisorherreferrer;thosereferredbyrelativelyhigh-performingworkersaresignificantlybetterthantheapplicantswholearnedaboutthejobfromInternetads.Whenjobcandidatesself-selectintothenextstageoftheonlineapplicationprocess,thereferralofanyagentismorelikelytocontinuethananonreferral,andthislikelihoodincreaseswiththeperformanceofthereferrer.Onasubjectivestage,theoutcomeiscontingentontheintricaciesoftherecruitmentprocess.Inourcase,anapplicant'schancesofbeinghiredincreasewiththeperformanceofhisorherreferrerbecausethefirmrejectsthereferralsoflow-performingworkersatahigherratethanitdoesnonreferrals,whileittreatsequallythereferralsofhigh-performingworkersandnonreferrals.

Thestudy'scontributionstotheliteratureonsocialnetworksinlabormarketsarediscussed.

Keywords:

labormarkets;socialnetworks;virtualrecruitment;hiringthroughreferrals;contingentworkers

Introduction

Afewrecentcasestudiesoforganizationscarefullydocumenttheroleofreferralsinrecruitment.Theexistingtheorypositsthatrecruitmentisaninherentlysocialprocessinwhichpersonalrelationshipsamongemployers,jobseekers,andintermediariesplayaleadingrole,providingintensive,hard-to-measureinformation,attractingcandidateswhowouldnotapplythroughformallabormarketchannels,andsecuringasmootheradjustmentandmoreeffectivetrainingfornewhires.Jobcandidates候考者referred被参考bythefirm'scurrentworkers当前工人aremorelikelytosurvivetheselectionprocessandperformwellonthejobbecausetheypossessmoreappropriateobservableandunobservablecharacteristics,haveadeeperunderstandingofthejob'srequirementsandthefirm'sculture,andreceiveinformalhelpwithtrainingandsocialization（forreviewoftheliterature,seeFernandezetal.2000,Granovetter1995,MarsdenandGorman2001）.Castilla（2005）providesthefirstcredibleevidencethatreferralsaremoreproductivethannonreferrals,althoughtheadvantagedisappearsinthelongrunand,moreover,turnsintoadisadvantageifthereferrerquitsthefirm.

Byrelyingonworkers'socialnetworks,employerseconomizeonhiringcostsandsharethesesavingswiththeverysameworkersintheformofbonusesforsuccessfulreferrals;suchformalreferralprogramsproliferateand,accordingtosomeestimates,delivernontrivialeconomicreturns（Fernandezetal.2000）.Managementtextbookssupportsuchpracticesbecausereferrals“are

moresatisfied,productive,andlikelytoremain”withthefirm（BaronandKreps1999,p.342）.Welearnthatbyandlarge,referralsenjoyadvantageovernonreferralsbecauseoftheirpropensitytopresentmoreappropriateresumes,toapplywhenmarketconditionsaremorefavorable,andtorelyonthereputation,influence,andsupportoftheirsponsors（FernandezandWeinberg1997,Fernandezetal.2000）.Notsurprisingly,accesstopotentialreferrersandtheabilitytomobilizethembecomemajorfactorsinhiringandexplainhiringratedifferentialsamongethnicgroups（Petersenetal.2000）.

Despitethisprogress,atleastonemajortheoreticalandempiricalpuzzleremains:

Althoughthereceivedtheorypredictsareferrer'sperformanceeffect—thatis,thatareferral'squalityandchancesofbeinghiredshouldincreasewiththejobperformanceofthereferrer（Montgomery1991,SimonandWarner1992）—noempiricalevidenceisavailabletosupportthisclaimdespitemultipleattemptstofindit（e.g.,Castilla2005,Fernandezetal.2000）.Onthecontrary,Fernandezetal.（2000）findthatareferral'slikelihoodofgettinganinterviewandjoboffermightevendecreasewiththetenureandwageofthereferrer,whicharemajorindicatorsofthereferrer'sperformance.Explanationsofthesediscrepanciesoftenpointtomethodologicaldifficultiesofmeasuringareferrer'scharacteristicsrelevanttoperformanceofeitherthereferrerherselforherreferral.Becauseobservablesociodemographiccharacteristicsarenotreliablepredictorsoftheperformanceoftheircarriers,itishardtoexpectthemtobehelpfulwithreferralseither.Moreover,referralsoftencompeteforjobsotherthantheonesoccupiedbytheirreferrers,whichmakesevenaperfectmeasureofreferrers'performancelargelyirrelevanttotheperformanceofthereferral.

Wearguethat,methodologicalconsiderationsaside,therearetheoretical理论上的reasonsfortheabsenceof缺失thereferrer'sperformanceeffect.Theeffectremainsundertheorizedunlessweseparatetheobjectiveandsubjectivecomponentsoftherecruitmentprocess.Theinformationandsocialhomophilyarguments,whicharecommonlybroughttojustifytherelevanceofthereferrer'sperformance（Montgomery1991,SimonandWarner1992）,arevalidunderobjectiveselectioncriteriabutbecomeproblematicwhensubjectivejudgmentsofhumanresources（HR）personnelguiderecruitmentdecisions.Indeed,suchjudgmentsareoftenguidedbyconsiderationsotherthanperformance—forexample,byareferrer'spoliticalcloutorthedesiretohelpreferrersmeettheirobligationstofamilyandfriends—andasaresult,theroleofperformanceinrecruitmentbecomesmuted.Theliteraturealsoignoresjudgmentsofjobapplicantsduringtherecruitmentprocessandinsteadportraysthemaspassiveduringthetimebetweenwhentheysubmitanapplicationandwhentheydecidewhethertoacceptanoffer.However,ajobapplicanthasanobviousopportunitytowithdrawatanymomentduringtheprocess,andthedecisiontodothatisasubjectivejudgmentonhisorherpart.

Toputthetheoryonastrongerfooting,weanalyticallydecomposetherecruitmentprocessintoobjectiveselection,subjectiveselection,andself-selection.Forthepurposeofthisstudy,wedefine定义objectivity客观地withregardtoreferralsasaconsistent始终一致的applicationoftheemployer'spredeterminedmetrics预定的指标toallcandidates求职者,referrals中介andnonreferrals无人推荐的求职者.

Aprimaryexampleofobjectiveselectionisatestwhoseoutcomeisdeterminedbyascorecalculatedaccordingtoafixedalgorithm.Subjectiveselectioncomprisesmanagerialdecisionsbasedonrecruitingmanagers'interpretationofalltheinformationaboutanapplicantavailableatthetime.Self-selectionisthemirrorimageofsubjectiveselection;itcomprises包括workers'decisionstocontinuethroughtherecruitmentprocessorquit,basedontheirinterpretation解释ofalltheinformationaboutthefirmavailabletothematthetimeadecisionismade.Thisanalyticaldecomposition双重的分析isproductive富有成效的onlyifitcanbeoperationalized被落实for在anempiricalapplication完全运用经验的申请,whichischallengingbecausetypicalrecruitmentstages,suchasascreeningofresumes筛选简历andface-to-faceinterviews,lumptogether混合了objectiveandsubjectivecomponents部分.Webenefitfrom从中收益thespreadoftheInternetasarecruitmentmedium;virtualrecruitmentrequiresamorecarefuldelineation轮廓ofrecruitmentstagesandthetasksthatemployersandjobcandidatesperformoneachstage,makingoperationalization落实possible.

Thetypology象征ofselectionstages—objective客观selection,subjective主观selection,andself-selection—allowsustorefine改善关于中介作用的推论thepredictionregardingthereferrer'sperformanceeffect.Thelikelihood可能性ofbeingselected被选中increaseswith随增长theperformanceofthereferreratastageofobjectiveselectionandself-selectionbutremainsundetermined未能确定的atastageofsubjectiveselection.Ouranalysisofuniquecomprehensivedata全面的数据ononlinerecruitmentofsalesagents销售代理inavirtualcallcenter（VCC）generallysupportsthesearguments.

Personalcontacts人际关系remainasalient突出的recruitmentchannel途径,althoughtheireffectivenessvarieswith随着thetypeoftherecruitmentstageandperformanceofthereferrer.Whenthefirmevaluates评估candidates候选人byanobjectivecriterion规范,theadvantageofareferralincreaseswiththeperformanceofhisorherreferrer;onlythosereferredbyrelatively有关系的high-performingworkersaresignificantly明显的betterthantheapplicantswholearnedaboutthejobfromInternetads.Onasubjective主观stage,whereHRpersonnelmakeajudgmentaboutacandidate'squalifications任职资格,theoutcomeiscontingenton视而定theintricacies复杂oftherecruitmentprocess.Inourcase,anapplicant'schancesincreasewiththeperformanceofhisorherreferrerbecausethefirmrejects拒绝thereferralsoflow-performingworkersatahigherratethanitdoesnonreferrals,thoughittreats