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Contents : Critical Review 1 Critical Reflection of Forming Adapting and Terminating the Employment Relationship: A Review of the Literature from Individual Organizational & Interactionist Perspectives by M. Susan Taylor and Cristina M. Giannantonio SW 843/Personnel Management Team Building & Workplace Diversity School of Social Welfare University of Kansas by Introduction Forming Adapting and Terminating the Employment Relationship: A Review of the Literature from Individual Organizational & Interactionist Perspectives by M. Susan Critical Review 2 Taylor and Cristina M. Giannantonio reviews literature published during the late 1980 s and early 1990 s in order to study the relationships that exist between individuals and organizations. The article contains an abundance of studies completed in investigation of theoretical approaches regarding organizations individuals and the seasons of interactions they experience from job-seeking behaviors to termination of the relationship. Good overview Successful recruitment processes used by an organization are imperative for its success and ultimate survival. Therefore recruitment is an area heavily targeted by research in order to determine how organizations find the most appropriate people to fill positions as this increases efficiency and decreases turnover. There are many intricacies from the beginning of the recruitment process to the end. When considering the perspective of the organization entities seeking individuals for employment must consider how much information will be useful to recruit new individuals and entertain their interest while perhaps keeping some of the more negative but realistic information from interviewees until after acceptance of the position. On the other side of the coin potential employees in reacting to the inherent stress of the interview may not take the opportunity to ask relevant questions. Once a position is accepted new employees are thus likely garner information regarding job expectancies from other sources such as co-workers observation and surveillance (Miller & Jablin 1991). Taylor and Giannantonio (1993) also comment that some recruiters continue to place greater emphasis on applicant goals interpersonal skills and physical attractiveness than on the relevant skills that interviewee may or may not posses. It is conceivable that Critical Review 3 recruiters feel that these attributes will aid new employees in navigating the workplace and that any under-developed skills will be sharpened along the way. A related topic of interest to organizations and individuals is employment status activities and how they relate to the individual. Employment status activities are defined as the job search organizational choice work adaptation and turnover (Taylor and Giannantonio 1993). The Image Theory (Beach & Mitchell 1990) has proven to be useful in examining how all these behaviors correlate. People may seek employment for a variety of reasons but generally do so in response to dissatisfaction with their present jobs or perhaps a lifestyle change such as graduation (Stevens 1992). The Image Theory indicates that individuals consider their external environment individual characteristics frame for evaluating job alternatives and allowance for changes in search for employment and considering job criteria (Stevens 1992). Not surprisingly those seeking jobs tend to use strategies in searching for openings and for information about positions to meet what they are most interested in regarding employment. Once the information is determined individuals then begin to display selling behaviors most likely to gain the attention of prospective employers (Gilmore & Ferris 1989). Upon hiring new employees must begin to adapt to the workplace using various tactics to determine information about their organization and what kind of role they will play. Major and colleagues (1992) determined that a positive relationship with coworkers and supervisors in the workplace can play a vital role in helping a new employee compromise or solve areas of conflict in their job expectations. This approach would be Critical Review 4 useful for companies to know in order to encourage mentoring relationships for new hires. There is an association between strong relationships within the workplace and the longevity of employees. The termination process has become more commonplace in recent years and does not discriminate from the service provider to the professional and managerial positions (Kozlowski et al. in press). Cameron et al. (1991) identifies how some organizations have practiced proactive downsizing to the benefit of those employees dismissed and those remaining and to the ultimate benefit of the organization itself. Additionally there are several factors that can contribute to the employee initiating the termination process particularly when there is a shock to the system (Lee & Mitchell 1991). Ul

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