Flexible work arrangements (FWAs) are widely implemented in organizations today. Yet very little information exists about why individuals are attracted to organizations that offer FWAs. The purpose of the current study was to tease apart the influence of the dimensions of FWAs: flextime and flexplace (both structural and perceived), as well as the combination of the two on organizational attraction and anticipated organizational support. Individual difference variables that have the potential to impact individuals’ attraction to organizations that offer FWAs were also examined as moderating variables. The mediating effect of anticipated organizational support was also examined. Upper level undergraduate students (N = 190) participated in a 3x3 within-subjects experiment in which they rated nine hypothetical organizations that varied in flextime and flexplace. Results from multilevel analysis indicated that significant variance in organizational attraction as well as anticipated organizational support is attributable to the type of work arrangement offered (both flexibility in time and place), with flextime having a stronger effect than flexplace. Contrary to expectation, effects were independent; there was not a significant interaction between flextime and flexplace. The relationship between (both structural and perceived) flexplace and organizational attraction was stronger for individuals who prefer to integrate their work and nonwork roles. Additionally, the relationship between (both structural and perceived) flextime and organizational attraction was stronger for individuals who reported a stronger need for medical treatment. Finally, the relationship between perceived flextime and organizational attraction as well as the relationship between perceived flexplace and organizational attraction were stronger for those who reported more role demands. Contrary to expectation, sociability did not moderate the flexplace-organizational attraction/anticipated organizational support relationships. Limitations and future directions for research on FWAs are discussed.

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The United States' (U.S.) workforce is more diverse than in previous decades in terms of race, gender, and native language (Fay, 2001). Such demographic shifts have changed how organizations attract applicants and how they motivate, reward, and retain employees (McAdams, 2001). Furthermore, organizations benefit from diversity by: (a) attracting the best talent available in the workforce (Cox, 1993), (b) increasing their product marketability to customers (Deshpande, Hoyer, & Donthu, 1986; Redding, 1982), and (c) fostering creativity, innovation, problem solving, and decision making in employees (Thomas, 1999; Thomas, Ravlin, & Wallace, 1996; Watson, Kumar, & Michaelsen, 1993). Given such benefits, organizations should attend to initiatives that facilitate the attraction of applicants from diverse backgrounds. Research has demonstrated that applicants use information about human resource systems, such as rewards, to form judgments about the perceived fit between them and the organization (Bretz & Judge, 1994; Schneider, 1987). For instance, organizations with policies accommodating work and family issues attract applicants preferring such benefits. Because reward systems influence applicants' opinions about the relative attractiveness of organizations (Lawler, 2000), it is important to determine the factors that influence such preferences. Motivation theories, such as the Theory of Reasoned Action, suggest that preferences toward reward systems are guided by individuals' values (Fishbein & Ajzen, 1975; Vroom, 1964). Such values, in turn, cause differences in reward preferences and organizational attraction. The purpose of this study was to investigate the relation of individuals' cultural values to the attraction of organizations offering different kinds of reward systems. More specifically, it sought to test three hypotheses. Hypothesis 1 predicted that there would be a two-way interaction between collectivism and the type of organization on organizational attraction. Hypothesis 2 predicted that there would be a two-way interaction between individualism and the type of organization on organizational attraction. Hypothesis 3 predicted that there would be a positive relation between collectivism and subjective norms used in organizational attraction. To test the three hypotheses, data from 228 participants were analyzed to evaluate their level of attractiveness to two different types of organizations (i.e., career-oriented vs. family-oriented). Findings for the test of Hypothesis 1 indicated that there was a joint effect between collectivism and the type of organization on organizational attraction. The slopes of the regression lines for each type of organization (i.e., family-oriented and career-oriented) differed as a function of collectivism. The slope of the regression line for the family-oriented organization was steeper than the slope of the regression line for the career-oriented organization. Results for the test of Hypothesis 2 indicated a joint effect between individualism and the type of organization on organizational attraction. The slopes of the regression lines for each type of organization (i.e., family-oriented and career-oriented) differed as a function of individualism. The slope of the regression line for the career-oriented organization was steeper than the slope of the regression line for the family-oriented organization. Findings for the test of Hypothesis 3 showed that collectivism was related to subjective norms. Results indicated that the more collective the individual, the higher the subjective norms. In addition, supplementary analysis showed that individualism was not related to subjective norms. Taken together, results from the tests of the three hypotheses support components of the Theory of Reasoned Action, and the premise that values are a factor related to an individual's attraction to a particular organization. The current study showed that the cross-cultural values of individualism and collectivism help predict organizational attraction. Based on these results, practical implications, contributions to theory, study limitations, and future research are discussed for designing organizational attraction strategies for a culturally diverse workforce.

Despite the recent recession, organizations continue to search for the "right" employees. Such circumstances highlight the importance of further understanding how individuals make employment decisions and assess fit. By surveying 140 applicants who had recently finished the interview process at a large Midwestern hospital, the current study assessed the multidimensionality and predictive power of person-environment fit (person-vocation fit, person-job fit, person-person fit, and person-organization fit). Results suggested that person-environment fit is multi-faceted; fit dimensions simultaneously work together during the pre-hire phase. Specifically, person-person fit, person-organization fit, and person-vocation fit were significant predictors of organizational attraction. Person-person fit and person-job fit significantly predicted intentions to accept an employment offer. In addition, organizational attraction was identified as a partial mediator between overall person-environment fit and job offer acceptance intentions. Such findings contribute to the organization fit literature and provide practitioners with key insights on how applicants assess fit during the pre-employment stage.

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