Compatibility and conflict among outcomes of organizational entry strategies: Mechanistic and social systems perspectives

Abstract

This article deals with living systems at the organizational and individual levels of analysis. We examine compatibility and conflict among outcomes of three organizational entry strategies—personnel selection, vocational guidance, and realistic job previews. Mechanistic and social systems perspectives of organizational entry strategies have different implications for single versus multiple outcomes, conflict among outcomes, and compatibility among strategies. We use experimental and correlational procedures with 164 newly hired bank employees to examine these issues. The results show that strategies have multiple outcomes, outcomes of a single strategy can conflict, and multiple strategies can have incompatible outcomes. The study suggests that organizational entry is a complex process that is best approached from a social systems perspective. Implications of a social systems perspective on organizational entry include shifting the focus of organizational entry from techniques to goals, reconciling multiple and conflicting goals, and adapting strategies to changes in the environment.