A previous version of this paper was presented at the 2012 Annual Meeting of the Academy of Management, Boston, MA. We are grateful to two anonymous reviewers, Fred Morgeson, Peter Heslin, Talya Bauer, David Allen, Jill Ellingson, and the Personnel and Human Resources Research Group for helpful feedback on our ideas and paper. We also thank Andrew Hayes for sharing insights about our analytic approach. This study was supported in part by research funds from the Center for Human Resource Strategy in the School of Management and Labor Relations (SMLR) at Rutgers University.
A Mediated Moderation Model of Recruiting Socially and Environmentally Responsible Job Applicants
Version of Record online: 14 MAY 2013
© 2013 Wiley Periodicals, Inc.
Volume 66, Issue 4, pages 935–973, Winter 2013
How to Cite
Gully, S. M., Phillips, J. M., Castellano, W. G., Han, K. and Kim, A. (2013), A Mediated Moderation Model of Recruiting Socially and Environmentally Responsible Job Applicants. Personnel Psychology, 66: 935–973. doi: 10.1111/peps.12033
- Issue online: 24 OCT 2013
- Version of Record online: 14 MAY 2013
- Accepted manuscript online: 11 MAR 2013 12:50PM EST
Socially and environmentally responsible organizations must attend to the fit of employees with the values of the organization. Recruiting practices are a key tool for ensuring fit with an organization's culture and values. We develop and test a model of the process through which recruitment information about an organization's social and environmental responsibility values differentially affect job seeker perceived fit, attraction, and job pursuit intentions depending on job seekers’ desire to have a significant impact through work. Our model of mediated moderation is tested with a sample of 339 actual job seekers using conditional process modeling and nonlinear bootstrapping techniques. Results support expectations that advertisement messages about an organization's social and environmental responsibility values interact with applicants’ desire to have a significant impact through work to influence job pursuit intentions through the hypothesized mediational process. Implications of the model for research on recruitment and organizational social and environmental responsibility are discussed.