The Collective Candidate Experience: Theory and Business Unit Consequences
提出集体候选人体验的理论框架，并在快餐连锁企业中验证其与员工敬业度、离职率和客户满意度的正向关联，帮助管理者理解招聘体验对业务单元绩效的影响。
Questions about whether candidate perceptions of recruitment and selection practices “matter” have been raised for decades. This study tackles such questions by developing a new theoretical framework to understand the business unit-level emergence and consequences of the collective candidate experience, defined as “ Applicants’ aggregate overall cognitive and affective perceptions based on multiple interactions with a business unit over the course of the entire recruitment and selection process.” A theoretical framework is introduced that integrates signaling theory with research from marketing, recruitment, and applicant reactions to propose that the collective candidate experience construct emerges from interactions in unit-specific social, structural, and physical contexts. The construct is further expected to influence new hire outcomes and business unit outcomes. We then test the theorized consequences of the collective candidate experience in a multi-unit quick service restaurant organization. The collective candidate experience is positively associated with collective new hire engagement, which in turn is associated with collective new hire turnover intentions, collective turnover, and collective customer satisfaction. Additional supporting evidence and preliminary measures are provided in online appendices. Overall, this study complements and extends prior research and directs new research by offering a theoretical framework.