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ET
57,5
560
Received 4 December 2013
Revised 9 May 2014
13 November 2014
Accepted 3 December 2014
Education + Training
Vol. 57 No. 5, 2015
pp. 560-574
© Emerald Group Publishing Limited
0040-0912
DOI 10.1108/ET-12-2013-0133
Gen Y recruitment
Understanding graduate intentions to join
an organisation using the Theory
of Planned Behaviour
Amanda Warmerdam
Monash University, Clayton, Australia and
School of Psychology and Counselling, Queensland University of Technology,
Brisbane, Australia, and
Ioni Lewis and Tamara Banks
Centre for Accident Research and Road Safety Queensland,
Queensland University of Technology, Brisbane, Australia
Abstract
Purpose – Using the Theory of Planned Behaviour (TPB) framework, the purpose of this paper
is to explore whether the standard TPB constructs explained variance in Generation Y (Gen Y)
individuals’ intentions to join their ideal organisation.
Design/methodology/approach – A mixed methods approach was used featuring qualitative
and quantitative methods.
Findings – The overall TPB model accounted for a significant 51.6 per cent of the variance
in intention to join one’s ideal organisation in the next six months with the significant predictors
in the model being subjective norm and perceived behaviour control but not attitude.
Research limitations/implications – Using graduating students from a single Australian
university sample may mean that the current findings may not extend to all Gen Y individuals.
The current study has demonstrated the explanatory utility of the TPB in relation to graduate Gen Y’s
intention to join their ideal organisation, providing further evidence of the robustness of the TPB
framework in an organisational setting.
Practical implications – These findings have implications for enhancing understanding of the most
effective recruitment processes for Gen Y students entering the workforce. The findings could inform
recruitment policies and strategies to attract Gen Y applicants.
Originality/value – To the authors’ knowledge this study is the first application of the TPB to this
topic. The current research extends the recruitment literature with a theoretically based investigation.
Identification of factors which inform organisational recruitment strategies, allow organisations
to stand out from their competitors and potentially achieve a larger application pool from which
to select the best human capital and sustain competitive advantage.
Keywords Recruitment, Generation Y, Theory of Planned Behaviour, Intention, Gen Y,
Graduate recruitment
Paper type Research paper
Introduction
An organisation’s human capacity has long been cited as a primary factor influencing
competitive edge and organisational success (Hiltrop, 1999). It has been reported
that having the right employee is the foremost driver of organisational effectiveness
for the future (e.g. Acarlar and Bilgiç, 2012; Buckingham and Vosburgh, 2001;
Chapman et al., 2005). Worldwide, including Australia, changing societal demography,
such as the ageing population and retiring baby boomers, compounded by a changing
economic climate, means that in the near future there will be a major influx
of Generation Y (Gen Y) workers into the workforce (Chapman et al., 2005). This
influx will result in organisations competing on an international level for the most Intentions to
qualified and talented Gen Y individuals (Earle, 2003; Terjesen et al., 2007). These join an
forecast changes have resulted in increased attention towards the Gen Y cohort in the
workplace and, in particular, aspects influencing their recruitment and retention
organisation
(Luscombe et al., 2013; Twenge, 2010). using TPB
Gen Y are variously referred to as Gen Y (or why), millennials, nGen or genMe
(Twenge, 2010). The literature reveals some definitional ambiguities in the specific 561
birth ranges ascribed to Gen Y (Australian Bureau of Statistics, 2006; Twenge, 2010).
With no consensus nor commonly accepted age-range specified between researchers,
the present research, similar to a number of others (e.g. Murray et al., 2011; Twenge,
2010), adopts the timeframe of 1982-1993 to define Gen Y.
Organisations that better understand the best recruitment approaches associated
with increasing the likelihood of Gen Y individuals aspiring or intending to join
an organisation, and subsequently accepting a job offer, will more likely achieve
a competitive advantage (Hiltrop, 1999). This competitive advantage is ultimately
linked to organisational success (Chapman et al., 2005).

Generational differences
A generation is defined as “an identifiable group that shares birth years, age, location
and specific life events at critical developmental stages” (Kupperschmidt, 2000, p. 66).
Much criticism has been directed towards research methodologies which seek to
investigate generational differences in organisational settings, such as cross-sectional
studies that employ a single data collection point and which do not separate fully
the effects of age vs career stage, vs cohort membership (Murray et al., 2011; Twenge,
2010). An age effect is a variation related to changing physiological growth and
increased experience (Kowske et al., 2010). It is not possible to separate out the effects
of age vs cohort when comparing, for instance, baby boomers at age 60 years vs Gen Y
at age 25 years (Twenge, 2010). For example, Gen Y individuals would be more likely
at a growth stage of their career while baby boomers would be more likely experiencing
decline which is the transition from career-related strivings into retirement (McGuigan,
2010; Super, 1980).
Of the evidence that is available based on time-lag designs, Kowske et al. (2010),
for example, obtained data over a time period of 18 years and utilised a hierarchical
age-period-cohort regression model (such an approach been recommended for
the analysis of generational differences) to examine generational differences on work
attitudes with a particular focus on Gen Y. This study revealed that Gen Y is more
optimistic about work than other generations and that work is less central to their lives
(Kowske et al., 2010). The major findings of a second time-lag study conducted
by Twenge (2010) were that across generations (from baby boomers to Gen Y),
work centrality declined while leisure values increased and, contrary to mainstream
ideology, Gen Y was not found to value altruism more than other generations (Twenge,
2010). While the current research did not employ a time-lag study, based on such
and similar studies, there is justification for defining Gen Y in this way.
Generational location is identified by Mannheim’s (1952/1994) seminal work as central
to existential determination of knowledge. Mannheim (1952/1994) continues that
a person’s location in the socio-historical structure sets the parameters of their experience
and that the significant period is during formative, younger years. More recently,
scholars have extended aspects of Mannheim’s work (e.g. generational imprinting which
ET is thought to influence attitudes, preferences and behaviour) and further examined
57,5 cultural elements such as affinities with music or other types of popular culture (Parry
and Urwin, 2011). These contentions support further differentiating between age effects
and generational differences. These commonalities are thought to shape work and
personal values, and subsequently influence work outcomes (Parry and Urwin, 2011).
There remains a lack of understanding regarding the factors which influence Gen Y
562 individuals’ intentions to join a particular organisation.
This study offers a unique contribution to the current literature by providing
a theoretically based examination of the factors that predict a Gen Y’s intention to join an
organisation. Such knowledge is significant to the extent that it may assist organisations to
devise policy and interventions which may be used for tailored and effective recruitment
strategies for Gen Y. As the current study was designed to understand more about a
behaviour which was anticipated to occur in the future, the focus of this study was upon
individuals’ intention to join their ideal organisation within the next six months, as opposed
to their actual behaviour of joining. As noted previously, the Theory of Planned Behaviour
(TPB) posits that intentions are the most proximal determinant of behaviour and therefore
the current study’s focus upon intentions is justified in terms of their association with
subsequent behaviour (Ajzen, 1991).

Recruitment
Academic research on recruitment has been increasing over the past 30 years due,
in part, to the changing workplace demography which has implications for recruitment.
More than ever there is a need to understand effective recruitment processes (Breaugh,
2008; Breaugh and Starke, 2000). Organisations that wish to be selective with
candidates and recruit talented employees require a large number of applicants for
consideration in the potential selection pool (Terjesen et al., 2007). Whilst applicant pool
size and quality can vary substantially, if top candidates do not apply, an organisation
has no opportunity to employ such candidates (Connerley et al., 2002). Significant time
and money is invested to attract and recruit graduate Gen Y employees (Earle, 2003;
Terjesen et al., 2007). According to recent research focusing on Gen Y business students
by Eisner (2005), Gen Y are more technologically literate than any other generation
and are the most educated (one in four members of Gen Y hold a bachelor degree;
Australian Bureau of Statistics, 2006) and ethnically diverse generation. Globalisation,
technological advances and the changing nature of work highlight the desirability
of these employee qualities across a broad range of industries and sectors (Cascio,
1995; Coutinho et al., 2008). Additionally, many firms seek to hire graduates for
organisational growth including improvement and innovation (McDermott et al., 2006).
The initial phase of recruitment is attracting applicants (Carless, 2007). Attraction
is a critical process, as without attracting applicants, subsequent phases including
selection would not be achieved (Acarlar and Bilgiç, 2012). Currently, limited research
exists relating to the factors which influence Gen Y graduate attraction and recruitment
(Carless, 2007). Further, as with general recruitment research, graduate attraction
research is criticised for its atheoretical nature (Konrad et al., 2000). Breaugh and Starke
(2000) and Terjesen et al. (2007) have highlighted the need for theoretically driven
investigations of recruitment processes and particularly the factors influencing
applicant attraction. Investigations without a theoretical basis offer purely descriptive
results and cannot offer any predictive or explanatory utility for recruitment success
or failures (Watson, 2004).
 More specifically, there is a dearth in available studies which have theoretically based Intentions to
investigations of the factors influencing Gen Y graduates’ intentions to join a particular join an
organisation (Lemmink et al., 2003). While some recruitment research makes mention
of important factors, fewer studies still address how these factors relate to individuals’
organisation
intentions to join an organisation (Konrad et al., 2000; Terjesen et al., 2007). using TPB
Relevant research was conducted by Terjesen et al. (2007) and while the authors
make reference to the Theory of Reasoned Action (TRA; Ajzen and Fishbein, 1980) 563
to examine the factors influencing an individuals’ likelihood to apply for a position, it is
unclear how the TRA actually informed their specific measures including scale design.
Rather, the adoption of a guiding theoretical framework emerged as a suggestion
for future investigations. Further, a significant positive association was found between
these desired organisational attributes and individuals’ intention to apply to that
organisation.
Identifying the potentially numerous and various factors underlying such an
intentional and planned behaviour as one’s decision to join their ideal organisation after
graduating university, requires a rational decision-making framework. The TPB is
a well-validated rational decision-making belief based framework that has been applied
in the current research (Ajzen, 1991; Krueger and Carsrud, 1993).
For the purpose of the current research, participants were asked to envision their
ideal organisation and were provided with the timeframe of six months (a realistic
timeframe for a soon-to-be-graduate to obtain employment; Salas-Velasco, 2007)
when answering questions. The concepts of an ideal job (Murray et al., 2011) and ideal
organisation (Terjesen et al., 2007) have been used when investigating Gen Y’s
workplace values previously. Arguably, the definition used by Terjesen et al. (2007)
of a graduate employer that was ideal to applicants personally was too broad given
that the concept of an ideal organisation would likely vary between different individual
participants and, therefore, ambiguity would emerge in terms of interpreting
individuals’ responses to the questionnaire items. For this reason, the current research
adopts a more specific definition of an ideal organisation in terms of it being an
organisation which is personally desirable in the students’ field of study, and offering
optimum working conditions. This definition aligns with recommendations by Ajzen
and Fishbein (1980) and the Target, Action, Context and Time (TACT) principle
(Fishbein and Ajzen, 2010); where the target may be considered one’s ideal
organisation, the action joining, the context after graduating university and time in
the six months following graduation.

Theoretical framework: TPB

Building upon its predecessor, the TRA (Ajzen and Fishbein, 1980), the TPB proposes
that intentions to engage in a behaviour are determined by three standard components;
attitude, subjective norm and perceived behavioural control (PBC). The latter construct,
PBC was added to the original TRA within the subsequent TPB framework to better
account for behaviours not under complete volitional control (Ajzen, 1991). PBC
is posited in the model as influencing behaviour both indirectly through intentions
as well as directly (Ajzen, 2002b). The central premise of the model is that intentions are
the most proximal determinant of planned behaviour.
This model is used widely in the psychological literature, particularly in health
and social psychology (Krueger and Carsrud, 1993). Empirical evidence concerning
the relationship between intention and behaviour within the TPB has been collected
in multiple domains, such as health-related psychology and organisational psychology
ET (Armitage and Conner, 2001; Jimmieson et al., 2008). Meta-analytic evidence has shown
57,5 that the TPB accounts for, on average, 39 per cent of the variance in intentions and,
thus, has been considered a robust explanatory framework for a range of social
and health-related behaviours (Armitage and Conner, 2001). There have been limited
theory-based investigations of behaviour in the application and recruitment process,
and fewer using the TPB, however the TPB has shown predictive utility in related
564 behaviours. In an organisational context, the TPB has been used to investigate
employee and managerial behaviours. For instance, employees’ intentions to support
organisational change ( Jimmieson et al., 2008, 2009) and office redesign (Mohr
et al., 2008), predict employee intention to participate in an employee involvement
programme (Dawkins and Frass, 2005), and explain employee involvement in fitness
and health programmes (Godin and Gionet, 1991; Lechner and Devries, 1995), such as
intentions to quit smoking (Willemsen et al., 1996). On a managerial level, the TPB
has been used to explain managerial intentions towards selecting unstructured
or structured interview techniques during recruitment (Van der Zee et al., 2002), and
analyse the implementation of peer and subordination feedback by managers (Maurer
and Palmer, 1999). Further organisational psychology investigations have included
entrepreneurial (new venture initiation) intentions (Krueger and Carsrud, 1993)
and understanding information technology system adoption (Rai et al., 2002). More
closely related to the current research, the TPB has been applied in a number
of studies looking at career-related behaviours, such as career information seeking
(Millar and Shevlin, 2003), job search intentions (Zikic and Saks, 2009), intention
to apply for a promotion (Giles and Larmour, 2000), intention to retire early (van Dam
et al., 2009) and intention leave an organisation voluntarily (van Wim et al., 2004).
Across these studies, the TPB generally performed well a range of variance explained
across behaviours/contexts.
The attitudinal component of the theory is an individual’s overall evaluation
of performing a behaviour (Ajzen and Fishbein, 1980). Subjective norm relates to the
influence of the social environment including perceived pressure from significant
others to perform or not perform a behaviour (Ajzen and Fishbein, 1980). PBC
refers to the perceived ease or difficulty of performing a behaviour, derived from the
appraisal of internal and external factors influencing behavioural performance
(capability) as well as if an individual possesses volitional control over a behaviour
(controllability; Ajzen, 2002b; Jimmieson et al., 2008). The relative importance of each
component of the model will vary across situations and behaviours (Armitage and
Conner, 2001).
Due to the limited theoretical evidence available which has investigated the behaviour
of Gen Y recruitment-related intentions, evidence is drawn from the organisational
psychology literature, more broadly. In an organisational context, the TPB has been
applied in a number of studies looking at career-related behaviours, such as career
information seeking (Millar and Shevlin, 2003), job search intentions (Zikic and Saks,
2009), intention to apply for a promotion (Giles and Larmour, 2000), intention to retire
early (Van Dam et al., 2009) and intention leave an organisation voluntarily (van Wim
et al., 2004). Across each of the aforementioned studies, the TPB generally performed
well and explained a range of variance across intentions/behaviours and, or contexts.
Research by Jimmieson et al. (2009) found that the standard TPB components
of attitude and subjective norm, but not PBC, significantly and positively predicted
intention to engage in change management activities at work. Specifically, they found
that the more positive one’s attitudes were and the greater perceived pressure they felt
from colleagues, the greater one’s reported intention to support and engage in Intentions to
change management activities. Jimmieson and colleagues suggested that PBC was not join an
significant as employees may have perceived little discretion over change-related
activities given that such activities were core to their job requirements and performance.
organisation
Additionally, the researchers acknowledged that the use of a single-item measure of using TPB
PBC may have inadequately conceptualised the construct.
The primary aim of the current research was to develop a theoretically based 565
understanding of Gen Y final-year undergraduate business students’ intention to
join one’s ideal organisation, and through application of the TPB framework, enhance
current understanding of the factors influencing an individuals’ intention.
This research focuses on the early phase of attraction and recruitment, when
graduates determine if they aspire to join an organisation and subsequently accept
an organisational job offer and, as such, adopts a focus on individuals’ decision making
as opposed to organisational-level factors.
Based on the aforementioned scientific research, it is hypothesised that the TPB
standard constructs will significantly and positively predict intention to join an
organisation, such that more favourable attitudes and stronger perceptions of subjective
norm, and PBC will predict increased intention to join one’s ideal organisation in the next
six months.

Methods
Phase 1 – qualitative
To investigate the current hypotheses, a dual phase mixed methods design was employed.
Phase 1 comprised a qualitative beliefs elicitation process, including three 60 minute focus
groups of guided discussions to elicit behavioural, normative and control beliefs relating
to participants joining their ideal organisation. The findings of these focus groups
were then used to construct a TPB-based questionnaire (these qualitative results are
not reported herein to the extent that they informed items in the questionnaire). The
questionnaire underwent piloting before being administered during the quantitative
phase, phase 2, in which participants self-reported their responses.
For each phase, male and female final-year business students were recruited from
a large Australian university from lectures (with the permission of lecturers) held in
the business school. Exclusive to phase 2, flyers were distributed (in person and online
using e-mail and Facebook) which contained a link to the online survey. In accordance
with the age requisites for participants to be a member of Gen Y, all participants
were born between 1982 and 1993 (Gen Y) with a mean age of 23 years.
Final-year students were recruited, as these students were most likely to be
commencing work after completing their undergraduate degrees and the constructs
under investigation relate to graduate career choices over the next six months.
Business students were selected on the basis of their likelihood to pursue particular
job opportunities, and hold similar perceptions. Further, to control for confounding
results due to these differences, it was decided to focus only on business students.

Phase 2 – quantitative
Draft questionnaires were piloted to participants (n ¼ 11) not included in the main
study to check the accuracy and clarity of the study materials. Overall, the feedback
related to minor changes, such as phrasing and wording of items which was integrated
into the final version of the questionnaire.
ET The study included a range of independent variables including the standard TPB
57,5 constructs, namely, attitudes, subjective norm and PBC. The dependent variable
was intention to join an ideal organisation over the next six months. A timeframe was
selected to align with Ajzen and Fishbein’s (1980) recommendations to heighten
specificity of the measures and thus the TPB’s predictive capabilities. The time
taken for a graduate to obtain employment varies greatly through factors such as
566 job-seeking intensity, previous work experience and age at graduation (Salas-Velasco,
2007). Considering these factors, an estimate of a timeframe of six months for a
graduate to obtain employment was utilised in the current research.
A TPB-based questionnaire was developed for the purpose of the current research.
Unless otherwise indicated, the items were measured using a seven-point Likert scale
ranging from “strongly disagree” to “strongly agree” where high scores indicated
more of a construct.
A seven-point semantic differential measured attitudes towards joining a student’s
ideal organisation, the anchors included unenjoyable-enjoyable, bad-good,
unfavourable-favourable and unsatisfying-satisfying. These response option anchors
were adapted from Terry et al. (1999) and have been used previously to investigate
intentions in an organisational setting, such as intention to apply for a promotion
(Giles and Larmour, 2000) and intention to leave an organisation voluntarily
(i.e. investigating turnover; van Wim et al., 2004). This scale was considered reliable via
a measure of Cronbach’s α of 0.90.
The average of three items was used as a measure of subjective norm. Items
included, “those people who are important to me think I should join my ideal
organisation”, “most people whose opinions I value would approve of me joining
my ideal organisation” and “most people who are important to me would approve of
me joining my ideal organisation”. Items were adapted from Terry et al. (1999). Similar
items have been used in research predicting intention to apply for a promotion
(Giles and Larmour, 2000). This scale was considered reliable via a measure
of Cronbach’s α of 0.78.
According to Ajzen (2002a) these two components can be used either as a unitary
factor or separate indices, due to the current composite scale items being associated
with better internal consistency ða ¼ 0.79), the decision was made to retain a composite
measure comprising all four items for the purpose of analyses. Two items were used
to measure each of the two components of PBC, efficacy and control (Ajzen, 1991).
Specifically, efficacy was measured by, “I am confident that I could join my ideal
organisation” and “If I wanted to, it would be easy to join my ideal organisation”.
To measure the control component of PBC two items were included, “I have complete
control over whether I join my ideal organisation” and “Whether or not I choose to join
an organisation is completely up to me”. Items follow the recommendations from
Ajzen (2002a). Similar items have been used in research predicting intention to seek
career-related information (Millar and Shevlin, 2003).
Intentions were measured with three items, which were responses to questions
relating to the student’s perception of joining their ideal organisation in the next six
months. For example, “I plan to join my ideal organisation after finishing university”.
These items were adapted from Terry et al. (1999). Similar items have been used
when applying the TPB in an organisational context (Giles and Larmour, 2000). Items
followed the recommendations from Ajzen and Fishbein (1980) and the TACT principle
(Fishbein and Ajzen, 2010). This scale was considered reliable via a measure of
Cronbach’s α of 0.75.
Results Intentions to
Descriptive statistics join an
The total sample comprised of 61 males and 90 females, aged between 19 and 30 years
with a mean age of 23.15 years (SD ¼ 2.86 years). The majority of the sample studied
organisation
full time (86 per cent) and over three-quarters were employed (75 per cent). using TPB

Bivariate correlations 567

Bivariate correlations were conducted for an initial assessment of the strength and nature
of the relationships between the study’s IVs and DV, as shown in Table I. Consistent with
expectations, intention and PBC were significantly and strongly positively correlated.
Subjective norm, as expected, had a moderate positive correlation with intention. Inconsistent
with expectations, however, attitudes were not significantly correlated with intentions.
A standard multiple regression was conducted to identify the predictors of intention
to join one’s ideal organisation in the six months. Attitudes, subjective norm and PBC
were entered at Step 1. Although attitudes and intention were not significantly related
bivariately, attitudes were retained in the regression model based on sound theoretical
support in accordance with the TPB.
The overall regression model was significant predicting 51.6 per cent (R2adj ¼ 50.6 per cent)
of the variance in intention F(3, 147) ¼ 52.18, po0.001. The regression revealed that two
individual predictors significantly and positively influenced intention, namely PBC ( β ¼ 0.59,
po0.001) and subjective norm ( β ¼ 0.25, po0.001). Attitude did not significantly influence
intention ( β ¼ −0.05, p ¼ 0.434). The full regression results are shown in Table II. Please note,
an additional regression was conducted to control for the demographic constructs (including
sex, enrolment status, education level and employment status) and there was no change in
the overall pattern of results and also none of the demographics were significant at any step
of the model, F(4, 146) ¼ 0.78, p ¼ 0.535.

Discussion
The aim of the current study was to conduct a theoretically based investigation of Gen Y
final-year undergraduate business students’ intention to join their ideal organisation.
Specifically, the current research sought to identify the factors influencing Gen Y
individuals’ intention to join their ideal organisation. The contribution of this research

Variable M SD 1 2 3 4 5 6 7
Table I.
1 Intention 5.39 1.10 (0.75) 0.057 0.463*** 0.683*** 0.181* 0.009 0.225** Variable means, SD
2 Attitude 6.18 1.28 (0.90) 0.224*** 0.081 0.256*** 0.047 −0.056 and correlations
3 Subjective norm 5.83 0.92 (0.78) 0.385*** 0.478*** 0.048 0.116 between study key
4 PBC 4.77 1.23 (0.78) 0.202* 0.038 0.237** IVs and DV (with
Notes: *p o 0.05 (two tailed); **p o0.01 (two tailed); ***p o0.001 (two tailed) (Cronbach α) Cronbach α)

Variable B SE B β sr2 95% CI Table II.

Unstandardised b
Attitude −0.040 0.050 −0.046 0.002 [−0.14, 0.06] with SE, β and
Subjective norm 0.293 0.076 0.245** 0.049 [0.14, 0.44] effect sizes for
PBC 0.527 0.055 0.592** 0.299 [0.42, 0.64] hierarchical regression
Notes: CI, confidence interval. **p o0.001 (two tailed) predicting intention
ET is significant given that, ultimately, researchers as well as organisations may be able
57,5 to better understand the graduating Gen Y workforce and by extension the means by
which to recruit and increase the likelihood that Gen Y will apply at an organisation.
The more applicants an organisation receives, the more selective they can be with
candidates and the increased likelihood of achieving competitive advantage derived from
its human resources.
568 Overall, the current findings highlight the complexity of explaining a Gen Y
individual’s intention to join their ideal organisation after completing university,
with some results supporting the hypotheses while others did not. The study revealed,
in terms of the standard TPB constructs, the importance of subjective norm and PBC,
but not attitude, in explaining intention to join.
In relation to predicting intention to join one’s ideal organisation in terms of the
standard TPB components, the results partially supported expectations. The overall
regression model was significant, with 51.6 per cent of the variance in intention to join
one’s ideal organisation explained. As anticipated, subjective norm and PBC emerged as
significant predictors; while, inconsistent with predictions, attitude was not a significant
predictor of intention to join one’s ideal organisation. Specifically, the results suggested
that Gen Y’s who perceived greater pressure from important referents and who held
greater perceptions of control and their capability to join their ideal organisation were
more likely to intend to join their ideal organisation in the next six months.
Research has suggested that intention is generally more related to attitudinal
control than normative control (Trafimow and Finlay, 1996). Therefore, the finding
that the subjective norm component is significant and attitude was not is a somewhat
unexpected finding. Given significant variance accounted for by the subjective norm
and PBC constructs, such findings suggest that an individuals’ attitude, in terms
of this study’s sample, is less integral in understanding individuals’ intentions to join
their ideal organisation. This notion is supported by Ajzen (1991) who advised that the
relative importance of the three TPB components are expected to vary across
behaviours and situations.
As there have been limited applications of the TPB to this particular topic and
behaviour previously, the current research requires replication to test the robustness
of this finding and, in particular, understand more about the role that attitude may
play in determining individual’s intentions to join their ideal organisation. It is possible
that, despite this research utilising standardised anchors (including anchors used
in previous organisational TPB research; e.g. Giles and Larmour, 2000; van Wim et al.,
2004) for the semantic differentials measuring attitudes, a ceiling effect may have
occurred. This suggestion is supported by the inspection of the descriptive statistics
of the measure which reveal a very high mean score (M ¼ 6.18, SD ¼ 1.28 on a seven-
point scale) and a strong negative skew, thus, reducing variability and preventing the
measure from functioning as intended. On the positive side, the items within the scale
were shown to load together well, with a strong α level (a ¼ 0.90). It is worth noting that
due to the behaviour of focus regarding joining one’s ideal organisation, such a high
mean attitude score is not completely unexpected; presumably most individuals would
indicate strong, positive agreement and regard such a behaviour favourably. Future
research may benefit from a pilot study dedicated to identifying the most relevant
anchors for the attitude scale in an effort to increase the variability and therefore scale
sensitivity to better detect effects. Due to a lack of relevant research based on the TPB
and exploring this behaviour, any additional explanation of this particular finding
would be speculative.
 The finding that PBC significantly and positively predicted intention is consistent with Intentions to
an extensive body of previous research utilising the TPB, albeit not in relation to this join an
specific topic or behaviour but, more broadly to organisational psychology-related
investigations (Armitage and Conner, 2001). For instance, PBC significantly predicted
organisation
employee intention to voluntarily leave an organisation (van Wim et al., 2004). using TPB
Ajzen (1991) argues that the magnitude of the PBC-intention relationship
is dependent upon the type of behaviour and the nature of the situation. The current 569
behaviour of focus is potentially under relatively low volitional control. Even if an
individual wanted to join, it is likely that there are factors that facilitate or impede that
behaviour, for instance, they may lack the prerequisite work experience. This study
in finding PBC as a significant predictor highlights the extent to which individuals
recognise that facilitators and barriers do exist. Hence, the finding highlights the
importance of heightening an individual’s perceptions of their capability to perform
the focus behaviour.
Subjective norm is generally identified as the weakest standard component of
the TPB (Armitage and Conner, 2001); however, in the current research, perceived
normative pressure from important others significantly influenced a Gen Y individual’s
decision to join their ideal organisation. As theoretically expected, a positive
association was found such that greater perceived social support was associated
with one reporting greater intention to join. This finding suggests, ultimately, that
it matters to Gen Y what important others think and they seek approval to the extent
that gaining this approval factors into their decisions and whether or not they will join
their ideal organisation. This finding is consistent with previous applications of the
TPB. For example, Zikic and Saks (2009) found that unemployed individual’s job-
search intentions were significantly influenced by subjective norm, such that, greater
perceived pressure from important other was associated with greater intentions
to search for employment.

Implications of current research and further research suggestions

Theoretical implications
The current study has demonstrated the explanatory utility of the TPB in relation to
graduate Gen Y’s intention to join their ideal organisation in the next six months.
Although all of the constructs were not significant predictors, the extent to which the
framework was able to explain variance in individuals’ intention does provide further
evidence of the robustness of the TPB framework in an organisational-related setting.

Practical implications
Given that organisations, including Australian organisations, are competing on an
international level for the best applicants, they could maximise the effectiveness of their
recruitment efforts through aligning such efforts with the key factors influencing Gen Y
individuals’ intention to apply (Mayrhofer et al., 2005). There are several practical
implications of the finding that Gen Y’s intention to join an organisation is influenced by
an individual’s beliefs and perceptions related to the ease or difficulty of joining one’s
ideal organisation. Specifically, that greater perception of control over joining and greater
ease of joining predicts greater intention to do so. For example, promoting the key
message relating to the control an individual has over their own destiny such as in the job
advertisement text or simplification of the application process.
For example, Gen Y are the most technologically literate generation and conduct
internet-based job searches. Organisations with a careers or employment section
ET on their web site (with a link to making a job application) subsequently make it easier
57,5 for Gen Y to apply and the findings of the current research supports the assertion that
the organisation will receive more Gen Y applicants. This suggestion must be executed
while bearing in mind the other findings of the current research. Gen Y also assesses
their suitability for the position (capability of joining). Extending on the current
example, the organisation should include a detailed description of role requirements
570 (i.e. qualifications or experience) to ensure suitable Gen Y candidates feel capable
of joining the organisation. This could also be achieved by separating the criteria into
required and desired. By having less essential criteria, Gen Y candidates may feel more
capable of joining the organisation. Extending on the current example, the organisation
should include a detailed description of role requirements (i.e. qualifications
or experience) to ensure Gen Y feel capable of joining the organisation. Finally, Gen
Y seek perceived control over the recruitment process. To continue with the idea
of organisations advertising online vacancies, to make Gen Y feel in control of their
destiny, the advertisement or web site should include information that makes Gen Y
feel like they are in control, such as salary. Providing the salary range gives the
applicant the opportunity to make an evaluation of the role and decide to apply or not
apply (that they are in control). Further, newly graduated job applicants are more likely
to apply if the salary is specified on the advertisement, whereas older job seekers were
not influenced by the presence or absence of this information (Acarlar and Bilgiç, 2012).
Specific advertisements also serve the dual benefit of deterring underqualified
or inappropriate candidates (Acarlar and Bilgiç, 2012).
The finding that Gen Y’s intention to join their ideal organisation is influenced
by important others has implications for organisational branding and image. Employees
use corporate image to gauge how outsiders are judging them. In particular, when
an employer is held in high regard by oneself and significant others, joining that
organisation will result in approval from significant others (Lievens and Highhouse, 2003).
Due to the challenges associated with investigating Gen Y, with relation to
methodology and differentiating age and generational effects. Future research may
benefit from testing the robustness of these findings using a slightly different age
range for defining Gen Y.

Strengths and limitations

The current research is novel and extends the recruitment literature with a theoretically
based investigation into understanding the factors influencing a Gen Y’s decision to join
their ideal organisation. These findings have implications for enhancing understanding
of the most effective recruitment processes for Gen Y business students entering the
workforce. Specifically, the findings can inform the key messages organisations must
send to attract Gen Y.
Several limitations of the current research exist, however. One limitation of the current
research is the generalisability of findings. Using final-year business students from
a single university sample may mean that the current findings and implications may not
extend to Gen Y individuals studying in other undergraduate fields nor Gen Y without
tertiary education. Future research which explored differences between generational
groups, with a theoretical basis, would be of great value to devising targeted recruitment
policies and strategies. A final limitation is that the current research could not measure
actual behaviour. Future studies should overcome this limitation by demonstrating
the full capacity of the TPB to explain both intentions and subsequent behaviours in
a prospective design.
Conclusion Intentions to
The current research addresses a contemporary workplace issue and provides insight join an
into what drives Gen Y to intend to join an organisation. The findings support the
use of the theoretical framework for enhancing the prediction of individuals’ intentions
organisation
through the components of PBC and subjective norm. Through the course of this using TPB
investigation, suggestions have been provided which may allow organisations to tailor
recruitment strategies based on a greater understanding of the factors influencing Gen 571
Y individuals’ intentions to apply. Gen Y represents a large generational cohort to join
the workforce, at a time when baby boomers are retiring, it is essential that
organisations understand how to attract and recruit Gen Y. The current research
identifies factors influencing a Gen Y’s decision to apply at an organisation.
Organisations may find the current study’s results important for informing their
recruitment strategies for Gen Y applicants. Implementing these findings may allow
organisations to stand out from their competitors (Lievens and Highhouse, 2003)
resulting in a larger applicant pool from which to select the best human capital and
to achieve organisational success.

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About the authors

574 Amanda Warmerdam is currently completing her PhD in Work-Related Road Traffic Injury at
Monash Injury Research Institute, Monash University. Amanda Warmerdam is the
corresponding author and can be contacted at: amanda.warmerdam@monash.edu
Dr Ioni Lewis has been employed at Queensland University of Technology for several years
in various roles including a Lecturer for CARRS-Q road safety units and as a Tutor and Guest
Lecturer in undergraduate psychology units. Ioni is currently the Qualitative Research Methods
Advisor for the School of Psychology and Counselling and a Postdoctoral Research Fellow with
CARRS-Q. Her postdoctoral research examines issues relating to advertising effectiveness.
Dr Tamara Banks is a registered Psychologist and a certified Workplace Health and Safety
Officer. With her expertise in the areas of change management, motivation, training and performance
management, she has worked as a Consultant for both private business and public sector clients.

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