Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here for more information

Click here to sign up for SAGE Journal Email Alerts today!

Sign In to gain access to subscriptions and/or personal tools.
Journal of Management
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Similar articles in Web of Science
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Web of Science (21)
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Suszko, M. K.
Right arrow Articles by Breaugh, J. A.
Right arrow Search for Related Content
Social Bookmarking
 Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

The Effects of Realistic Job Previews on Applicant Self-Selection and Employee Turnover, Satisfaction, and Coping Ability

Mary K. Suszko

James A. Breaugh

University of Missourilst. Louis

This article describes afield experiment which examined the effects of providing realistic job previews (RJPs) to applicants for the job of inventory taker. Subjects were 28 individuals (16 males and 12 females) who were randomly assigned to either an experimental (RJP) or a control (no RJP) condition. Data were gatheredfrom responses to questionnaires, personnel records, and self-report indices. Participants' responses were evaluated on 5-point scales. In comparison to individuals not receiving RJPs, RJP recipients were more likely to turn down a job offer, perceive the organization as being honest with them, be able to cope with job demands, be satisfied with their jobs, and remain in their jobs. The value of RJPs for both academics and practitioners is also discussed in the study.

Journal of Management, Vol. 12, No. 4, 513-523 (1986)
DOI: 10.1177/014920638601200406


Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
Journal of ManagementHome page
R. W. Griffeth, P. W. Hom, L. S. Fink, and D. J. Cohen
Comparative Tests of Multivariate Models of Recruiting Sources Effects
Journal of Management, February 1, 1997; 23(1): 19 - 36.
[Abstract] [PDF]


Home page
Journal of ManagementHome page
P. G. Irving and J. P. Meyer
On Using Direct Measures of Met Expectations: A Methodological Note
Journal of Management, December 1, 1995; 21(6): 1159 - 1175.
[Abstract] [PDF]


Home page
Journal of ManagementHome page
G. K. Stephens
Crossing Internal Career Boundaries: The State of Research on Subjective Career Transitions
Journal of Management, April 1, 1994; 20(2): 479 - 501.
[Abstract] [PDF]