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Time for Realistic Job Previews in Nursing As a Recruitment JNPD Journal for Nurses in Professional Development & Volume 29, Number 5, 220Y227 & Copyright B 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins Time for Realistic Job Previews in 2.3 ANCC Contact Nursing as a Recruitment and Hours Retention Tool Mattia J. Gilmartin, PhD, RN ƒ Priscilla C. Aponte, MSN, RN-BC, CHHP ƒ Kathleen Nokes, PhD, RN, FAAN understand and accept the job conditions and will stay Realistic job previews are well-established, cost-effective, and with the position. evidence-based recruitment and retention tools that nurses in professional development have largely overlooked. A Although RJPs are well established in the human re- realistic job preview for experienced staff nurses pioneering source management field (Hom et al., 1998; Phillips, 1998; the Clinical Nurse LeaderA role is presented along with Wanous et al., 1992), healthcare organizations, in general, implications for nursing professional development practice. and nurses in professional development, in particular, have overlooked RJPs as an effective internal employee recruit- ment and retention tool (Crow, Hartman, McLendon, 2009; Groves, 2011; May, Bazzoli, & Gerland, 2006; Song, Robbins, ealistic job previews (RJPs) are an evidence-based Garman, & McAlearney, 2011; Sonmez & Yildirim, 2009). human resource management intervention used The purpose of this article is to promote the use of RJPs Rto support employee career transitions; promote as part of the development of comprehensive evidence- person-job fit, job satisfaction, and organizational commit- based nurse retention programs. Drawing on career moti- ment; and, ultimately, reduce avoidable turnover of highly vation theory (London, 1983; London & Mone, 2006) and skilled employees (Earnest, Allen, & Landis, 2011; Hom, work role transition theory (Nicholson, 1984; Schein, 1971), Griffeth, Palich, & Bracker, 1998; Phillips, 1998; Wanous, RJPs are an example of an organization-based strategy to re- Poland, Premack, & Davis, 1992). An RJP is a recruiting cruit experienced staff nurses to assume new work roles approach used by an organization to communicate the and responsibilities and can be used to promote workforce important aspects of the job prior to the offer of a position. development, succession planning, and clinical practice ex- It provides a clear idea about a job to potential employees cellence. Because nurses in professional development are by presenting what previous workers have found to be the responsible for designing and implementing nursing orien- rewards and the challenges of the position. RJPs increase tation programs (National Nursing Staff Development the likelihood that people who are hired for the position Organization & American Nurses Association 2010), RJPs should be included as part of a comprehensive nurse re- cruitment and retention program (Galt, 2000; Hom et al., 1998; Mitchell, Holtom, Lee, & Gaske, 2001; Shanley, 2004). Mattia J. Gilmartin, PhD, RN, is Senior Research Scientist, College of The psychological contract between employer and em- Nursing, New York University, New York. ployee is at the heart of the RJP (Rousseau, 1995; Shore & Priscilla C. Aponte, MSN, RN-BC, CHHP, is Associate Program Manager, Center for Learning and Organizational Development, James J. Peters VA Tetrick, 1994). RJPs promote the exchange of information Medical Center, Bronx, New York. between the organization and the employee so that the em- Kathleen Nokes, PhD, RN, FAAN, is Professor, Hunter College, Hunter- ployee enters into the employment contract aware of what Bellevue School of Nursing, City University of New York, New York. the organization will provide and what will be expected. For The CNL program at the Hunter-Bellevue School of Nursing is supported example, if a staff nurse takes a job with an understanding in part by funds from the Health Services Resource Administration: ‘‘Clinical Nurse Leader in Safety Net Settings’’ (DO9HP14819, Kathleen that it is a day shift position and then is immediately sched- Nokes, P-I). uled for the night shift, this undermines the nurse’s trust in The authors have disclosed that they have no significant relationship the managers and the organization, and the psychological with, or financial interest in, any commercial companies pertaining to contract is breached. More broadly, better informed candi- this article. dates who continue the application process are more likely ADDRESS FOR CORRESPONDENCE: Mattia J. Gilmartin, PhD, RN, College of Nursing, New York University, 726 Broadway, 10th Floor, to be a good fit with the position, and the candidates who New York, NY 10003 (e-mail: [email protected]). choose not to continue with the application process save DOI: 10.1097/01.NND.0000433146.51557.b7 time pursuing a job or an organization that is not right for 220 www.jnpdonline.com September/October 2013 Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins. Unauthorized reproduction of this article is prohibited. them. The hiring organization saves time by testing and 5. RJPs are used to present information and answer par- interviewing only those candidates with a strong chance ticipants’ questions about a particular job; RJPs do not of success. focus on skill development. RJPs are part of a broader set of employee orientation pro- grams that promote workforce development and career progression within an organization (Bauer, Boder, Erdogan, PSYCHOLOGICAL PROCESSES ASSOCIATED Truxillo, & Tucker, 2007; Rousseau, 1995; Wanous & Reichers, WITH RJPs 2000). RJPs were first proposed in the late 1950s (Weitz, 1956) RJPs work on two psychological levels to reduce the stress and became popular during the 1970s and 1980s (Wanous, associated with career transitions. First, RJPs calibrate 1989) to promote organizational commitment and reduce vol- participants’ expectations about the job with the realities untary turnover among new employees. Empirical research of the job (Earnest et al., 2011; Hom et al., 1998; Phillips, suggests a fairly small effect size for properly designed RJPs 1998). Learning about the positive and negative aspects (d = .12), with estimates that they can improve job survival of a particular job at the beginning of the recruitment pro- rates ranging from 3% to 10% (Premack & Wanous, 1985). cess works to either lower or heighten a person’s expectations For large organizations that experience high rates of new about what it would be like to work in the job. Discussing the employee turnover, a 3%Y10% difference can translate to scale and scope of job responsibilities, performance criteria, significant monetary savings. Some experts (Roth & Roth, resources, and work unit dynamics with a job candidate pro- 1995) estimate that RJPs screen out between 15% and 36% motes organizational commitment because the person is of applicants. aware of the realities before accepting the position. Candi- RJPs share a number of similarities and differences with dates have the opportunity to make an informed decision new employee orientation programs. First, RJPs and orientation whether a particular job is right for them, which ultimately programs are used to communicate important information promotes job commitment. Knowing the positive and neg- about the organization to newcomers. Second, RJPs and orien- ative aspects of a particular job improves the person’s ability tation programs are used to convey a sense of organizational to cope with the day-to-day realities of the job. support to prospective and new employees. Finally, RJPs Second, RJP participants are able to assess the extent to and orientation programs seek to reduce voluntary turnover which the organizational culture and routines align with rates among new employees (Bauer et al., 2007; Wanous & their values, work style, and career goals. RJPs promote job Reichers, 2000). satisfaction and organizational commitment by shaping par- Yet, RJPs are different from other types of employee ticipants’ perceptions about the organization, the managers, orientation and socialization programs in five important and their long-term career opportunities in the organization ways (Wanous & Reichers, 2000): (Hom et al., 1998; Kraimer, Seiber, Wayne, Liden, & Bravo, 1. RJPs occur after a person has expressed interest in a par- 2011; Phillips, 1998). When managers frankly discuss the re- ticular job but before the person has been hired. New alities of a particular position or work role, job candidates are recruits as well as current employees interested in new more likely to think that the managers are honest and trust- work roles are ideal participants for RJPs. worthy (Earnest et al., 2011; Hom et al., 1998; Phillips, 1998). 2. RJPs encourage participants to think carefully about the Trust between an immediate supervisor and employee is a fit of the job and organization for their career goals prior key factor for achieving performance improvement, job en- to applying for a particular job. gagement and satisfaction, and organizational commitment 3. The RJPs are used to present information about job (Dirks & Ferrin, 2002; Earnest et al., 2011). In addition to design and responsibilities including performance building trust between employees and managers, RJPs expectations. RJPs do not provide participants with shape employees’ perceptions that the organization cares performance-related information on how to succeed about and supports individuals’ professional develop- in the job and at the organization. ment and career progression. Individuals’ perceptions of 4. RJPs provide information
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