Applicants’ Perceived Organizational Fairness in the Selection Process of OSRP-LLC

Abstract

This study, entitled “Applicants’ Perceived Organizational Fairness in the Selection Process of OSRP-LLC”, is thus conducted to validate, in the context of work and organizations in the Philippine setting, the effect of organizational justice expectation (with core dimensions namely procedural justice expectation, distributive justice expectation, and interactional justice expectation) . It was hypothesized that organizational justice expectation does not affect the view of fairness in the organization as perceived by their applicants through their personnel selection system. Specifically, the goal of the study is to know how applicants’ perceived “organizational justice expectation” affects the view of fairness in the selection process of a private organization. Further, it seeks to ascertain the relationship between organizational justice expectation with test-taking self-efficacy, test-taking motivation and its variables namely valence, instrumentality and expectancy. The specific research objectives of the study were the following: 1. How does applicants’ test-taking self-efficacy relate to their perceived organizational justice expectation based on OSRP-LLC’s personnel selection system? 2. What is the relationship of applicants’ perceived organizational justice expectation and the following variables of test-taking motivation based on OSRP- LLC’s personnel selection system? a. Expectancy b. Instrumentality c. Valence In order to fulfill the objectives of this study, a descriptive research design was employed to assert the possible relationship of organizational justice expectation with test-taking self-efficacy, test-taking motivation and its variables. A survey study was implemented to 100 applicants through a non-probability sampling. Descriptive statistics is used to analyze and summarize the data gathered from the research instrument. Tabulation was done to determine the frequencies of the responses and Pearson correlation analysis was performed to identify the relationship between organizational justice expectations, test-taking self-efficacy, test-taking motivation and its variables. The results of the analysis revealed that organizational justice expectations and its core dimensions indicated a significant and positive relationship with each other, thus, it further support the rejection of the hypothesis of the study. Test-taking self- efficacy and organizational justice expectation denote a positive, strong correlation. So as the test-taking self-efficacy increases, the perception of fairness in the organization also increases. Test-taking motivation and its variables also revealed significant relationship with organizational justice expectation.Based on the findings of the study, the following conclusions were drawn: 1. 2. 3. b. c. Expectancy has a moderate relationship with the perceived organizational justice expectation of the applicants of OSRP-LLC. Instrumentality has a moderate relationship with the perceived organizational justice expectation of the applicants of OSRP-LLC. Valence has a very weak relationship with the perceived organizational justice expectation of the applicants of OSRP-LLC. Applicants of OSRP-LLC perceived the company to be organizationally fair based on its personnel selection system. The test-taking self-efficacy of the applicants of OSRP-LLC strongly relates their perceived organizational justice expectation based on the company’s personnel selection system. There is a strong relationship between the test-taking motivation of the applicants of OSRP-LLC and its perceived organizational justice expectation based on the company’s personnel selection system. a. With this confirmation, the researcher recommends the following: (1) Other factors that might have a relationship with organizational justice expectation like job relatedness, performance and recommendation intentions should be considered in explaining the importance of applicants’ reactions in the selection process of the organizations. (2) A post study is highly recommended in further determining the effectiveness of the organization’s selection process since the present study only look at the expectation of the applicants without undergoing the actual selection process. (3) Future study should also consider the management’s perception of organizational justice expectation on their selection process to bring out a new antecedents, outcomes or motives that can add to the study of organizational justice expectations. (4) The study can be repeated as longitudinal tests to know if there may be significant differences in the results obtained from a given point in time to another point in time during the study. (5) The study can be repeated by utilizing a qualitative research design so as to create an in depth analysis of the phenomenon. (6) The study can also be administered to an increase sample size and other industries for greater generalization of the data gathered.