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Attraction-Selection-Attrition Framework

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HANNAH YAU

on 25 February 2014

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Transcript of Attraction-Selection-Attrition Framework

Attraction-Selection-Attrition Framework

Theorist :
Victor H. Vroom (1966)
Victor R. Tom (1971)
John L. Holland (1985)

Benjamin Schneider (1987)
Harold W. Goldstiein, D. Brent Smith (2006)

Description:
Understanding organizational behavior



->The people make the place

-> Organizational culture, climate and practices are determined by the people in the organization

->This theory is closely related to psychology

-> Part of the socialization process

1987

->The ASA Framework was updated

->People are particularly important in the organizational context

->People are responsible for the structure, processes and culture of the organization

1995
Statement:
‘attributes of people, not the nature of external environment, or organizational technology, or organizational structure, are the fundamental determinants of organizational behavior’ (Schneider, 1987). The people are functions of an Attraction-Selection-Attrition cycle.

Attraction:
People attracted to careers that the environment fit by their personality and interest
Attraction-Selection-Attrition cycle
Implications of
the model
Example
-> Media


-> Government
Examples
Attraction-Selection-Attrition Framework

125130 Hannah Yau
Attraction-Selection-Attrition
cycle
Selection:
Select people who they think are compatible for many different kinds of jobs. In that way organizations end up choosing people who share many common personal attributes.although they may not share common competencies
Attraction-Selection-Attrition
cycle
Attrition:
The opposite side of attraction. When people do not fit an environment they tend to leave it

-> More homogenous group stays in the organization


*Holland (1985)
Victor R.Tom (1971)
Victor H. Vroom (1966)

**Chatman (1989) developed a Q-sort technique


->Check the personal values whether can reveal the values of the organization


->If personal value fits the organization value, employees are less likely to turnover


*Schneider et al (1995)
1) the difficulty of bringing about change in organizations: Organizations have great difficulty when trying to change

2) the utility of personality and interest measures for understanding organizational behavior: concluded for the best structure more information is needed on the kinds of people working in the organization

3) the genesis of organizational climate and culture: climate and culture most often exist when people share a common set of assumptions, values and beliefs

References
Holland, J.L. (1985). Making vocational choices: A theory of careers. Englewood Cliffs: NJ: Prentice-Hall.

Schneider, B. (1987). The people make the place. Personnel Psychology, 40, 437-453.

Schneider, B., Goldstein, H.W. & Smith, D.B. (1995). The ASA Framework: An Update. Personnel Psychology, 48, 747-779.

Tom, V.R. (1971). The role of personality and organizational images in the recruiting process. Organizational Behavior and Human Performance, 6(5), 573-592.

Vroom, V.H. (1966). Organizational choice: A study of pre- and post-decision processes. Organizational Behavior and Human Performance, 1(2), 212-226.
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