EFFECTS OF ADVERTISED HUMAN RESOURCE MANAGEMENT PRACTICES ON ATTRACTION OF AFRICAN AMERICAN APPLICANTS

Authors


  • We are grateful for the support of the National Society for Black Engineers. Portions of this article were presented at the 13th Annual Conference of the Society for Industrial and Organizational Psychologists, Dallas, TX.

and requests for reprints should be addressed to Scott Highhouse, Department of Psychology, Bowling Green State University, Bowling Green, Oh 43403; shighho@bgnet.bgsu.edu.

Abstract

Student members of a national organization of African American engineers (n= 1019) and currently employed African American engineers (n= 303) responded to a hypothetical job advertisement differing by staffing policy (identity-blind vs. identity-conscious), advertised work characteristics (i.e., individual-based vs. team-based), and compensation system characteristics (pay based on individual performance vs. pay based on work-group performance). Both groups of respondents reported being more likely to apply when the staffing policy was identity conscious (i.e., affirmative action) than when it was identity blind (i.e., equal-employment opportunity). However, only the student sample reported being more likely to apply when the advertisement described team-based work instead of individual-based work. Both groups reacted negatively to the combination of individual-based work and group-performance based pay systems.

Ancillary