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Chapter 14, Problem 8ED Bookmark Show all steps: ON

Organizational Behavior (18th Edition)

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Consider this first-person account:

I am a human resource manager, so I interview people every day. Sometimes the managers in Continue to post
my company ask me to pre-screen candidates, which I do after discussing the job at length with
20 questions remaining
the manager. I usually start the candidate screening with a few personality–job fit tests; then
conduct an interview, following a list of job-specific questions the manager has given me; and
finally discuss the job requirements, our company, and the pay/benefits. By that time in the
process, the candidate usually has a good idea of the job and is eager to suggest a high level of My Textbook Solutions
pay at the top of the advertised bracket or, often, above the pay bracket. However, this isn’t
always the case. One time in particular, an excellent candidate with outstanding qualifications
surprised me by saying that since she wanted flextime, she would accept a rate below the pay
bracket. Confused, I asked her if she wanted a reduction in hours below fulltime. She said no,
she expected to work full-time and only wanted to come in a little late and would leave a little late
to make up the time. I guess she figured this was a concession worth slashing her salary for, but Organization Organization Organization
our company has flextime. In fact, she could have asked for 5 fewer hours per week, still been al Behavior al Behavior al Behavior
18th Edition 17th Edition 18th Edition
considered full-time by our company policies, and negotiated for above the advertised pay grade. (1)

I knew the manager would be highly interested in this candidate and that he could probably get View all solutions
her to work the longer full-time hours at a lower rate of pay. That outcome might be best for the
company, or it might not. She obviously didn’t fully understand the company policies in her favor,
and she was unsophisticated about her worth in the marketplace. What should I have done?

What do you see as the potential downside of the human resource manager abstaining from
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discussing the pay issue further with the candidate?
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Rakesh
Aryabhatta Knowle… 419

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Christopher
western new mexic… 138

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Tim
Boston University, … 433
If the human resource manager were to abstain from discussing the pay issue with the
candidate, there could be significant downsides:
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• The candidate may find out about the company's policy through other sources and may not
want to pursue the opportunity further. Since she was a highly sought-after candidate, this could
lead to a loss for the organization

• The candidate may not learn of the truth until after she was a part of the organization. In this
case, it could lead to a conflict and destroy her relationship with the organization. She may then
choose to leave, causing the organization to restart the search for a suitable candidate

• The candidate may share her experience with others, which could damage the public reputation
of the company. If the organization is seen as opaque and unethical, it could discourage future
applicants. A perceived lack of values could also negatively impact the organization's business

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Chapter 12, Problem 6QR

How can leaders have a positive impact on their

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