Examining the impact of selection practices on subsequent employee engagement

Employee engagement is often defined as the vigor, dedication, and absorption one feels about and/or displays within their job. It has long been asserted that engagement is highest for employees who “fit” better with their work. Applicants determine their anticipated levels of fit throughout the selection process. Therefore, it is crucial that the information organizations provide will allow applicants to make accurate assumptions of fit to increase the probability that the vacancy will be filled by an applicant best suited for the position. This study was designed to identify if the practices used during organizations’ selection processes influence the accuracy of employees’ anticipated person-job and person-organization fit, and employees’ ultimate levels of engagement. This mediation model was not supported when including covariates; however, the accuracy of person-job fit perceptions was nearly significant as a mediator between applicants’ perceived information-richness of the selection process and their subsequent engagement on the job.

Grantor dc:publisher

University of Tennessee at Chattanooga

Author dc:creator

• Rodriguez, Sofia N.

Contributors dc:contributor

• Cunningham, Christopher J. L.
• Biderman, Michael D.; O'Leary, Brian J.
• College of Arts and Sciences

• Achievement motivation
• Employee motivation
• Organizational behavior

Licence

• https://rightsstatements.org/page/InC/1.0/?language=en

Language dc:language

English, eng

Repository record dc:identifier

https://scholar.utc.edu/theses/514

OAI identifier oai:identifier

oai:scholar.utc.edu:theses-1662