{"id":156,"date":"2026-07-18T22:48:21","date_gmt":"2026-07-19T05:48:21","guid":{"rendered":"https:\/\/wliu.com\/?page_id=156"},"modified":"2026-07-19T21:19:49","modified_gmt":"2026-07-20T04:19:49","slug":"thesis","status":"publish","type":"page","link":"https:\/\/wliu.com\/en\/research\/thesis\/","title":{"rendered":"Organizational Identification: Key to Applicant Recommendation Intentions"},"content":{"rendered":"
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Master\u2019s Thesis \u00b7 Organizational Behavior \u00b7 2026<\/p>\n

Claremont Graduate University<\/span><\/div>\n

Exploring the Mediating Effect of Organizational Identification on Applicants\u2019 Reactions and Recommendation Intentions<\/h1>\n

Why respectful treatment during the selection process strengthens organizational identification\u2014and shapes applicants\u2019 recommendation intentions.<\/p>\n

Wei (William) Liu<\/strong> \u00b7 First Reader: Stephen Gilliland \u00b7 Second Reader: Michelle Bligh<\/p>\n

Download full thesis \u2193<\/a>View key findings \u2193<\/a><\/div>\n<\/header>\n
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At a glance<\/p>\n

The study in four points<\/h2>\n<\/div>\n

Applicant reactions examined from the applicant perspective.<\/p>\n<\/div>\n

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  1. 01<\/span>98 actual applicants<\/strong>\n

    Survey participants recruited through LinkedIn.<\/p>\n<\/li>\n

  2. 02<\/span>Three reaction dimensions<\/strong>\n

    Process fairness, outcome fairness, and interpersonal treatment.<\/p>\n<\/li>\n

  3. 03<\/span>One unique predictor<\/strong>\n

    Interpersonal treatment uniquely predicted organizational identification.<\/p>\n<\/li>\n

  4. 04<\/span>A meaningful mechanism<\/strong>\n

    Identification predicted recommendation intentions and carried the indirect effect.<\/p>\n<\/li>\n<\/ol>\n<\/section>\n

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    Research question<\/p>\n

    What connects applicant reactions with recommendation intentions?<\/h2>\n

    Applicant-reactions research examines how applicants perceive and respond to the selection process\u2014not only whether organizations make accurate selection decisions.<\/p>\n

    Applicants notice whether a process feels fair, whether they are treated respectfully, whether decisions make sense, and whether communication is clear. Those experiences can influence offer acceptance, reapplication, word of mouth, and willingness to recommend the organization.<\/p>\n

    This study proposed that organizational identification<\/strong> helps explain why those reactions become consequential outcomes. Identification is a perceived sense of oneness or belonging with an organization. It can begin before formal membership, while applicants anticipate what joining would mean.<\/p>\n<\/section>\n

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    Principal finding<\/p>\n

    Interpersonal treatment predicts organizational identification.<\/h2>\n

    When process fairness, outcome fairness, and interpersonal treatment were modeled together, interpersonal treatment was the only applicant-reaction dimension that contributed unique predictive variance to organizational identification.<\/p>\n

    Organizational identification then significantly predicted recommendation intentions. The indirect effect of interpersonal treatment on recommendation intentions through identification was significant, indicating complementary partial mediation.<\/p>\n

    \u201cThe psychological employment relationship may begin before the employment contract.\u201d<\/p><\/blockquote>\n

    The result does not make fairness irrelevant. Fair procedures and defensible outcomes remain essential. It suggests that technical fairness alone may not establish identification. Applicants also need interpersonal evidence that they are respected, valued, and treated as potential organizational members.<\/p>\n<\/section>\n<\/div>\n

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    Empirical pathway<\/p>\n

    How treatment becomes advocacy<\/h2>\n<\/div>\n
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    01<\/span>Interpersonal treatment<\/strong>\u03b2 = 0.904 \u00b7 p < .001<\/small><\/div>\n

    \u2192<\/b><\/p>\n

    02<\/span>Organizational identification<\/strong>Pre-entry identification<\/small><\/div>\n

    \u2192<\/b><\/p>\n

    03<\/span>Recommendation intentions<\/strong>\u03b2 = 0.223 \u00b7 p = .003<\/small><\/div>\n<\/div>\n

    Indirect effect: \u03b2 = 0.202, p = .006, 95% CI [0.074, 0.355]<\/p>\n<\/section>\n

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    Practice<\/p>\n

    Seven actions for organizations<\/h2>\n
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    01<\/span><\/p>\n

    Design selection around applicant dignity.<\/strong> Treat respect, warmth, responsiveness, and tone as design requirements\u2014not optional courtesy.<\/p>\n<\/div>\n

    02<\/span><\/p>\n

    Make AI involvement understandable.<\/strong> Explain where AI is used, what it evaluates, and how humans oversee consequential decisions.<\/p>\n<\/div>\n

    03<\/span><\/p>\n

    Personalize high-investment rejection.<\/strong> The further an applicant progresses, the more thoughtfully the organization should close the relationship.<\/p>\n<\/div>\n

    04<\/span><\/p>\n

    Measure identification and trust.<\/strong> Ask whether applicants felt valued and able to anticipate organizational membership.<\/p>\n<\/div>\n

    05<\/span><\/p>\n

    Train interviewers as relationship builders.<\/strong> Every interviewer represents the employer brand through behavior.<\/p>\n<\/div>\n

    06<\/span><\/p>\n

    Preserve applicant relationships.<\/strong> Qualified rejected applicants and offer decliners are a future talent community, not discarded transactions.<\/p>\n<\/div>\n

    07<\/span><\/p>\n

    Connect applicant, employee, and alumni strategy.<\/strong> These are stages of one continuing relationship with the organization.<\/p>\n<\/div>\n<\/div>\n<\/section>\n

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    AI-enabled selection<\/p>\n

    The next research question is trust.<\/h2>\n

    As AI becomes part of screening, assessment, interviews, and decision support, applicants must evaluate not only whether a process feels fair but whether an automated decision agent is worthy of trust.<\/p>\n

    Future research extends this thesis across human, AI, and hybrid selection processes. It asks whether applicants distinguish an AI system\u2019s ability and consistency from the benevolence, integrity, and accountability required for consequential selection decisions.<\/p>\n<\/section>\n

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    Limitations and dissertation agenda<\/p>\n

    From an initial finding to a stronger causal and cross-cultural test.<\/h2>\n

    This thesis offers evidence from 98 actual applicants, but its conclusions should be considered alongside two important limitations: the relatively small sample and the reliance on self-reported measures collected at one point in time. Self-reporting may introduce common-method bias, and a cross-sectional design cannot fully establish how applicants\u2019 reactions, trust, and identification develop over time.<\/p>\n

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    01<\/span><\/p>\n

    Larger samples<\/h3>\n

    Increase the number and diversity of participants to improve statistical power, precision, and generalizability.<\/p>\n<\/article>\n

    02<\/span><\/p>\n

    Longitudinal research<\/h3>\n

    Follow applicants across application, assessment, decision, and post-decision stages to observe how trust and identification change.<\/p>\n<\/article>\n

    03<\/span><\/p>\n

    Vignette experiments<\/h3>\n

    Systematically vary human, AI, and hybrid selection procedures to test their causal effects on organizational justice, trust, and organizational identification.<\/p>\n<\/article>\n

    04<\/span><\/p>\n

    Japan\u2013U.S. comparison<\/h3>\n

    Examine how cultural context shapes responses to AI, interpersonal treatment, trust, and the formation of organizational identification.<\/p>\n<\/article>\n<\/div>\n

    The dissertation will test not only whether applicants trust an organization\u2019s selection process, but how that trust helps them decide: \u201cIs this an organization I can identify with?\u201d<\/p><\/blockquote>\n<\/section>\n

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    Japan application<\/p>\n

    From isolated applications to lifetime talent relationships<\/h2>\n

    Japan\u2019s constrained talent market makes transactional recruiting increasingly costly. Organizations pay substantial fees to reach applicants while frequently losing the value of relationships they have already developed.<\/p>\n

    Talent pools for former applicants, alumni networks, reemployment recruitment, and continued employment for senior workers all reflect a common principle: organizational relationships can exist before, during, and after formal employment.<\/p>\n

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    01<\/span>Prospect<\/strong><\/div>\n
    02<\/span>Applicant<\/strong><\/div>\n
    03<\/span>Finalist<\/strong><\/div>\n
    04<\/span>Employee<\/strong><\/div>\n
    05<\/span>Alumnus<\/strong><\/div>\n
    06<\/span>Return<\/strong><\/div>\n<\/div>\n<\/section>\n<\/div>\n
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    Complete research<\/p>\n

    Read and cite the thesis<\/h2>\n

    Liu, W. (2026). Exploring the Mediating Effect of Organizational Identification on Applicants\u2019 Reactions and Recommendation Intentions.<\/em> Claremont Graduate University.<\/p>\n<\/div>\n

    Download PDF \u2193<\/a><\/section>\n

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    Academic review<\/p>\n

    Approved by both faculty readers<\/h2>\n

    Comments reproduced from the readers\u2019 correspondence with William.<\/p>\n<\/div>\n

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    \"Stephen<\/p>\n
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    \u201cExcellent job with the revision! Your thesis looks very good. In particular, your discussion is excellent\u2014you raise good theoretical and practical implications and excellent future research suggestions\u2026 I have signed off on this version. Well done!\u201d<\/p><\/blockquote>\n

    Stephen W. Gilliland, PhD<\/strong>First Reader \u00b7 University Professor \u00b7 Director, Justice and Organizational Behavior Lab<\/span>University profile \u2197<\/a><\/div>\n<\/article>\n

    \"Michelle<\/p>\n
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    \u201cIt is wonderfully written, clear, and makes an important contribution to the literature. As second reader, I am not going to ask for any changes, and I am happy to sign off on it \u2018as is.\u2019\u201d<\/p><\/blockquote>\n

    Michelle C. Bligh, PhD<\/strong>Second Reader \u00b7 Professor of Organizational Behavior \u00b7 Interim President, CGU<\/span>University profile \u2197<\/a><\/div>\n<\/article>\n<\/div>\n<\/section>\n<\/article>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

    The thesis explores how respectful treatment during the selection process impacts organizational identification and recommendation intentions among applicants. It emphasizes that interpersonal treatment significantly predicts organizational identification, which in turn influences applicants\u2019 willingness to recommend the organization. The research highlights the importance of applicant dignity and trust, especially with AI in recruitment.<\/p>\n","protected":false},"author":7681674,"featured_media":0,"parent":146,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"content-type":"","advanced_seo_description":"","jetpack_seo_html_title":"","jetpack_seo_noindex":false,"jetpack_seo_schema_type":"","_wpcom_ai_launchpad_about_page":false,"_wpcom_ai_launchpad_gallery_page":false,"_wpcom_ai_launchpad_contact_page":false,"_wpcom_ai_launchpad_events_page":false,"_wpcom_ai_launchpad_video_page":false,"_wpcom_ai_launchpad_portfolio_piece":false,"footnotes":""},"class_list":["post-156","page","type-page","status-publish","hentry"],"jetpack_likes_enabled":true,"jetpack_sharing_enabled":true,"jetpack_shortlink":"https:\/\/wp.me\/PgYf2o-2w","jetpack-related-posts":[{"id":200,"url":"https:\/\/wliu.com\/en\/research\/library\/","url_meta":{"origin":156,"position":0},"title":"Research Library","author":"William Liu","date":"July 18, 2026","format":false,"excerpt":"Wei (William) Liu \u00b7 Research LibraryHow does AI-enabled selection shape applicant trust and organizational identification?Research on applicant reactions, organizational justice, trust, and organizational identification across selection, employment, alumni relationships, and reemployment.Explore the thesisAbout William \u2197Guiding question\u201cWhat makes an applicant begin to define the self in terms of an organization\u2014even before\u2026","rel":"","context":"Similar post","block_context":{"text":"Similar post","link":""},"img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]},{"id":157,"url":"https:\/\/wliu.com\/en\/research\/research-areas\/","url_meta":{"origin":156,"position":1},"title":"Research Areas","author":"William Liu","date":"July 18, 2026","format":false,"excerpt":"Research foundationsFour research domains that explain applicant reactionsDefinitions, core dimensions, representative researchers, and linked foundational publications underlying William Liu\u2019s research.01Applicant reactionsHow do applicants perceive and respond to selection procedures?Applicant reactions are applicants\u2019 perceptions, attitudes, emotions, intentions, and behaviors arising from the selection process. The field examines how applicants experience interviews,\u2026","rel":"","context":"Similar post","block_context":{"text":"Similar post","link":""},"img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]},{"id":159,"url":"https:\/\/wliu.com\/en\/research\/future-research\/","url_meta":{"origin":156,"position":2},"title":"Future Research","author":"William Liu","date":"July 18, 2026","format":false,"excerpt":"Dissertation research agendaTrust and identification in AI-enabled selectionA multi-study, cross-cultural research program examining how applicants determine whether an organization\u2014and the technology acting on its behalf\u2014is worthy of trust and organizational identification.The modelSix constructsThree studiesResearch questionsReferencesProposed theoretical modelFrom an experience to a relationshipSelection encounters generate justice judgments. Those judgments communicate relational\u2026","rel":"","context":"Similar post","block_context":{"text":"Similar post","link":""},"img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]},{"id":160,"url":"https:\/\/wliu.com\/en\/research\/practical-implications\/","url_meta":{"origin":156,"position":3},"title":"Practical Implications","author":"William Liu","date":"July 18, 2026","format":false,"excerpt":"Practical implicationsTurn applicant treatment into trust, organizational identification, and advocacyEight evidence-informed actions for organizations designing human, AI-enabled, and hybrid selection systems.01Design selection around applicant dignityTreat respect, responsiveness, and communication quality as selection-design requirements. Valid tools and consistent procedures matter, but applicants also use interpersonal treatment to infer whether they would\u2026","rel":"","context":"Similar post","block_context":{"text":"Similar post","link":""},"img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]},{"id":162,"url":"https:\/\/wliu.com\/en\/research\/references\/","url_meta":{"origin":156,"position":4},"title":"References","author":"William Liu","date":"July 18, 2026","format":false,"excerpt":"Complete thesis bibliographyReferences and source linksAll 51 distinct bibliography entries appearing in the thesis reference section, with DOI or source links where the submitted thesis provides them.51thesis reference entriesThe earlier web page contained a selected reading list. This page now mirrors the complete bibliography section of the thesis source. Entries\u2026","rel":"","context":"Similar post","block_context":{"text":"Similar post","link":""},"img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]},{"id":161,"url":"https:\/\/wliu.com\/en\/research\/oxford-chapter\/","url_meta":{"origin":156,"position":5},"title":"Oxford Chapter","author":"William Liu","date":"July 18, 2026","format":false,"excerpt":"Oxford University Press \u00b7 Book chapter \u00b7 2026Applicant Reactions to Testing and SelectionThirty-five years of research on how applicants experience assessment\u2014and what changes when technology and artificial intelligence enter the process.Stephen W. Gilliland \u00b7 Wei (William) Liu \u00b7 Dirk D. SteinerRead at Oxford Academic \u2197Gilliland, S. W., Liu, W., &\u2026","rel":"","context":"Similar post","block_context":{"text":"Similar post","link":""},"img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]}],"_links":{"self":[{"href":"https:\/\/wliu.com\/en\/wp-json\/wp\/v2\/pages\/156","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/wliu.com\/en\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/wliu.com\/en\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/wliu.com\/en\/wp-json\/wp\/v2\/users\/7681674"}],"replies":[{"embeddable":true,"href":"https:\/\/wliu.com\/en\/wp-json\/wp\/v2\/comments?post=156"}],"version-history":[{"count":2,"href":"https:\/\/wliu.com\/en\/wp-json\/wp\/v2\/pages\/156\/revisions"}],"predecessor-version":[{"id":208,"href":"https:\/\/wliu.com\/en\/wp-json\/wp\/v2\/pages\/156\/revisions\/208"}],"up":[{"embeddable":true,"href":"https:\/\/wliu.com\/en\/wp-json\/wp\/v2\/pages\/146"}],"wp:attachment":[{"href":"https:\/\/wliu.com\/en\/wp-json\/wp\/v2\/media?parent=156"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}