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Still others believe that RJPs convince individuals that an organization is being honest with them and has their best interests in mind, and that approach makes them feel more committed.
One sign of this shift in understanding is the development of the Realistic Job Preview (RJP).
Theories about RJPs share a basic assumption that the message is received and processed by the applicant.
When RJPs are constructed, messages may be imbedded that are either positively or negatively framed.
Applicants who receive RJPs develop and rehearse strategies to anticipate and cope with unpleasant job aspects and unfamiliar work roles.
When applicants are uncertain about what constitutes a "good return" from a job, RJPs may intensify preference for the job as it exists; enhance the perceived value of available rewards and outcomes; and dampen preference for unavailable job rewards and outcomes.
In order to better understand the effects of RJPs, Fedor et al.
In summary, although researchers have given considerable attention to the reasons why RJPs "work," more theory development is needed.
Human resource managers believe RJPs work in several ways.
As a result of these mixed findings, considerable effort is now being directed toward uncovering the theoretical processes explaining the role of RJPs in influencing these positive organizational outcomes (Fedor et al., In Press).
First RJPs may "vaccinate" applicants against the negative aspects of actual organizational life (Wanous, 1980; Popovich and Wanous, 1982).
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