A REEXAMINATION OF THE ORGANIZATIONAL CHOICE PROCESS

Organizational choice refers to an individual's choice regarding a particular organization in which to work. While various studies have examined the decision-making strategies used by individuals to arrive at an organizational choice, most have assumed that individuals use a maximizing, compensatory strategy. The present study proposes and empirically assesses hypotheses concerning an alternative noncompensatory model of organizational choice. Specifically it is proposed that individuals utilize minimum/special requirements on various attributes which must be met for an alternative to be considered acceptable. Further, it is expected that the use of minimum/special requirements for certain attributes restricts the variability of the acceptable jobs on those attributes, thus decreasing the importance of those attributes relative to others for the final organizational choice. The hypotheses were tested with graduating university students who provided information concerning the organizations they were interviewing with, as well as measures of acceptability and choice for their various alternatives. In general, the results of the study provided support for the hypotheses. The theoretical implications of the study were discussed, as well as limitations of the study and future directions for research on organizational choice. © 1990.