In today’s competitive labor markets, successfully recruiting a large pool of skilled and qualified job applicants is a prime concern of many organizations. In Study 1, I focused on how organizations can successfully employ four traditional recruitment practices (sponsorships, job fair activities, word-of mouth endorsements and corporate advertisements) simultaneously to disseminate information about their positive recruitment brand images to job seekers to enhance organizational attraction. The results which supported all my hypotheses indicated that, communication of an organization’s brand images to job seekers through the simultaneous use of these four traditional recruitment practices can indeed influence job seekers’ positive perceptions of an organization and result in enhanced organizational attraction. In Study 2, which was built on findings in Study1, I theorized that social media may have become a prominent source of information for job seekers. In this study, I predicted that job seekers’ use of four social media platforms (Facebook, Twitter, You Tube and LinkedIn) in job search will explain incremental variance in organizational attraction over the use of traditional recruitment methods. I also predicted that job seekers’ utilization of social media in job search will be positively related to organizational attraction through enhanced perceptions of instrumental and symbolic attributes. Surveys for both studies were posted on and data collected from Amazon Mechanical Turk. Results from the second study were mixed; but the results confirm findings from prior research, which showed that the instrumental-symbolic framework can be used to predict potential job seekers’ perceptions of organizational attractiveness. Overall, results in the two studies reveal that organizations can better enhance recruitment by using a combination of social media and traditional recruitment methods to attract potential job seekers. / Business Administration/Human Resource Management

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本研究欲瞭解在模擬招募情境中，兩個薪資特徵-「變動薪資比例」 與「加薪型態」，分別對組織吸引力之影響，並探討此兩組關係中「風險 知覺」的中介效果與「性格變項（核心自我評價）」的調節效果。本研究 採2x2 受試者間之實驗設計，所操弄的二個獨變項為：1.變動薪資比例 （高、低）；2.加薪型態（高機率低加薪、低機率高加薪），依變項為整 體「組織吸引力」及其三個向度（組織正向情感、雇主評價、求職行動 意圖）。 本研究之受試者為139 位大學應屆畢業生，研究結果顯示：「變動薪 資比例」越高，受試者感受的「風險知覺」越高；但「加薪型態」與受 試者的「風險知覺」無顯著關係。當受試者的「風險知覺」較高時，其 組織正向情感、雇主評價則較低；然而，變動薪資比例、加薪型態與組 織吸引力無顯著關係。雖然核心自我評價並沒有調節「變動薪資比例」 或「加薪型態」與組織吸引力的關係；可是核心自我評價卻調節「風險 知覺」與整體組織吸引力與其二個子向度（組織正向情感、求職行動意 圖）的關係。 研究者分別就結果加以討論，提出可能的解釋，並說明本研究之限 制與貢獻。 / This paper presents an experimental investigation of the influences of type of variable pay ratio and type of pay increases on overall organizational attraction and its three dimensions: affection, intentions toward the company and company prestige. A 2x2 between subjects design was used. Two independent variables were types of variable pay ratio (high/ low) and types of pay increases (high probability, small pay increases/ low probability, large pay increases). The dependent variable was organizational attraction. Risk perception and core self-evaluation were mediating and moderating variable, respectively. The sample comprised 139 college students approaching graduation. The results demonstrated that higher variable pay ratio caused higher risk perception but type of pay increases did not. Higher risk perception caused lower affection, company prestige; however, type of variable pay ratio and type of pay increases did not. Core self-evaluation did not mediate the relationship between type of variable pay ratio and risk perception, but it mediated the relationship between risk perception and overall organizational attraction and its two of three dimensions (affection, intentions toward the company). Based on the results, alternative explanation, limits, and implications were discussed.