The Development and Administration of Realistic Job Previews

Abstract

Traditionally, organisations “put their best foot forward” in hiring employees by providing only positive information. Their intention is to attract, hire, and retain the best applicants. On the other hand, applicants have their own ideas of what their prospective jobs entail. In most cases, these job applicants' expectations are unduly distorted and the practice by organisations of providing information that is all positive tend to reinforce unrealistic expectations. Real‐istic Job Preview is an attempt to “vaccinate” or make the expectations of prospective employees more congruent with real job experiences (e.g., Brancheau, 1987; Wanous, 1980). Hence, supporters of Realistic Job Previews (RJPs) claim that by giving prospective employees an accurate description of the job, those who take an appointment with the organisation will be less likely to leave the organisation voluntarily (e.g., Buhler, 1992). Furthermore, some proponents claim that in addition to bringing job applicant expectations “down to earth”, RJPs may serve any of the following functions: (1) discourage employees who will be less likely to survive on the job from accepting extended job offers (otherwise called self‐selection) (e.g.,Ilgen&Seely, 1974); (2) make applicants feel that the organisation is being honest and upfront—this may lead them to be more committed to the organisation (e.g., Wanous, 1977); and (3) increase the probability that the new employee will be able to cope with the demands of the job (e.g., Breaugh, 1983).