The Role of Diversity and Inclusion Value Signalling in Job Advertisements: A Survey-based Study on Employer Attractiveness
DOI:
https://doi.org/10.15678/krem.18798Keywords:
diversity, inclusion, signalling, job advertisements, employer attractivenessAbstract
Objective: This study investigates the impact of diversity and inclusion (D&I) value signalling in job advertisements on employer attractiveness, focusing on Generation Z job seekers’ responses to explicit D&I messaging.
Research Design & Methods: A survey was conducted with Generation Z participants in Poland. Respondents were presented with two job advertisements for an HR specialist position, differing only in their emphasis on D&I values. Responses were analysed using descriptive statistics, correlation analysis, and regression to determine the influence of D&I signalling on job attractiveness.
Findings: Results indicated that the majority of respondents preferred the advertisement with D&I signalling, showing a significant relationship between positive perceptions of D&I values and employer attractiveness. Regression analysis revealed that D&I initiatives and company culture were significant factors in job attractiveness for respondents choosing the D&I advertisement, while those selecting the non-D&I advertisement prioritised traditional elements like work-life balance.
Implications / Recommendations: Organisations aiming to attract talent should consider incorporating clear D&I signals in their recruitment materials. Emphasising inclusivity not only appeals to job seekers valuing D&I but also enhances organisational image as a supportive employer. Furthermore, aligning D&I messaging with internal policies and practices can strengthen long-term employer attractiveness.
Contribution: This study adds to the understanding of how D&I value signalling influences employer attractiveness, particularly for Generation Z. It underscores the growing importance of person-organisation fit in recruitment strategies and provides insights for organisations to effectively target a values-driven generation through strategic communication of inclusivity.
Downloads
References
Brammer, S., Millington, A., & Pavelin, S. (2009). Corporate Reputation and Women on the Board. British Journal of Management, 20(1), 17–29. https://doi.org/10.1111/j.1467-8551.2008.00600.x DOI: https://doi.org/10.1111/j.1467-8551.2008.00600.x
Branowska, A. (2021). Proces doboru pracowników w przedsiębiorstwach – przegląd nowoczesnych i tradycyjnych metod selekcji. Zeszyty Naukowe Politechniki Poznańskiej. Organizacja i Zarządzanie, 83, 9–24. https://doi.org/10.21008/j.0239-9415.2021.083.01
Cole, A. B., Haun, C. N., & Silvera, G. A. (2022). Mixed Signals: An Analysis of Diversity Value Signaling in Leading U.S. Hospitals. Journal of Hospital Management and Health Policy, 6(27), 1–10. https://doi.org/10.21037/jhmhp-21-68 DOI: https://doi.org/10.21037/jhmhp-21-68
Cox, T., Jr. (2001). Creating the Multicultural Organization: A Strategy for Capturing the Power of Diversity (Vol. 6). John Wiley & Sons.
Dauth, T., Schmid, S., Baldermann, S., & Orban, F. (2023). Attracting Talent through Diversity at the Top: The Impact of TMT Diversity and Firms’ Efforts to Promote Diversity on Employer Attractiveness. European Management Journal, 41(1), 9–20. https://doi.org/10.1016/j.emj.2021.10.007 DOI: https://doi.org/10.1016/j.emj.2021.10.007
Deeter-Schmelz, D. R., Dixon, A. L., Erffmeyer, R. C., Kim, K., Agnihotri, R., Krush, M. T., & Bolman Pullins, E. (2020). Attracting Students to Sales Positions: The Case of Effective Salesperson Recruitment Ads. Journal of Marketing Education, 42(2), 170–190. https://doi.org/10.1177/0273475318810335 DOI: https://doi.org/10.1177/0273475318810335
Drewery, D. W., Pretti, T. J., & Church, D. (2022). Signaling ‘Student-oriented’ Job Opportunities Enhances Job Attractiveness in Work-integrated Learning Programs. Higher Education Research & Development, 41(2), 346–359. https://doi.org/10.1080/07294360. DOI: https://doi.org/10.1080/07294360.2020.1857346
2020.1857346
Forum Odpowiedzialnego Biznesu. (2021). Dojrzałość w zarządzaniu różnorodnością i inkluzja w miejscu pracy w Polsce. Raport z I edycji badania Diversity IN Check. Retrieved from: https://odpowiedzialnybiznes.pl/wp-content/uploads/2021/12/Diversity-IN-Check_raport_Dojrzalosc-w-zarzadzaniu.pdf (accessed: 7.01.2025).
Forum Odpowiedzialnego Biznesu. (2024). Diversity IN Check: Raport z badania – 4. edycja. Retrieved from: https://odpowiedzialnybiznes.pl/diversity-in-check/ (accessed: 7.01.2025).
Ganesan, M., Antony, S. P., & George, E. P. (2018). Dimensions of Job Advertisement as Signals for Achieving Job Seeker’s Application Intention. Journal of Management Development, 37(5), 425–438. https://doi.org/10.1108/JMD-02-2017-0055 DOI: https://doi.org/10.1108/JMD-02-2017-0055
Gatewood, R., Gowan, M. A., & Lautenschlager, G. (1993). Corporate Image, Recruitment Image and Initial Job Choice Decision. Academy of Management Journal, 36(2), 414–427. https://doi.org/10.2307/256530 DOI: https://doi.org/10.2307/256530
Herold, M., & Roedenbeck, M. (2025). Cultural Values and the P-O Fit: Comparative NLP Analysis of German Online Job Advertisements. Evidence-based HRM: A Global Forum for Empirical Scholarship, 13(2), 230–245. https://doi.org/10.1108/EBHRM-05-2023-0120 DOI: https://doi.org/10.1108/EBHRM-05-2023-0120
Hicklenton, C., Hine, D. W., Driver, A. B., & Loi, N. M. (2021). How Personal Values Shape Job Seeker Preference: A Policy Capturing Study. PLoS ONE, 16(7), e0254646. https://doi.org/10.1371/journal.pone.0254646 DOI: https://doi.org/10.1371/journal.pone.0254646
Hofer, T., Spiess, T., Ploder, C., & Bernsteiner, R. (2024). Understanding Employer Attractiveness for Generation Z in the IT Industry. European Journal of Management Issues, 32(1), 21–29. https://doi.org/10.15421/192403 DOI: https://doi.org/10.15421/192403
Hunt, D. V., Dixon-Fyle, S., Huber, C., Martínez, M. D., Prince, S., & Thomas, A. (2023). Diversity Matters Even More: The Case for Holistic Impact. McKinsey & Company. Retrieved from: https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-matters-even-more-the-case-for-holistic-impact#/ (accessed: 13.11.2024).
Iseke, A., & Pull, K. (2019). Female Executives and Perceived Employer Attractiveness: On the Potentially Adverse Signal of Having a Female CHRO Rather Than a Female CFO. Journal of Business Ethics, 156, 1113–1133. https://doi.org/10.1007/s10551-017-3640-1 DOI: https://doi.org/10.1007/s10551-017-3640-1
Kamińska, B. (2015). Dyskryminacja jako patologia zarządzania zasobami pracy. Zarządzanie Innowacyjne w Gospodarce i Biznesie, 1(20), 97–110.
Kędziora, K., Śmiszek, K., & Zima, M. (Eds). (2009). Równe traktowanie w zatrudnieniu. Przepisy a rzeczywistość. Polskie Towarzystwo Prawa Antydyskryminacyjnego.
Kozłowski, W. (2024). Buying Behaviour of Generation Z with Reference to Cause-related Marketing. Krakow Review of Economics and Management / Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie, 3(1005), 63–81. https://doi.org/10.15678/krem.14672 DOI: https://doi.org/10.15678/krem.14672
Kristof, A. L. (1996). Person-Organization Fit: An Integrative Review of Its Conceptualizations, Measurement, and Implications. Personnel Psychology, 49(1), 1–49. https://doi.org/10.1111/j.1744-6570.1996.tb01790.x DOI: https://doi.org/10.1111/j.1744-6570.1996.tb01790.x
Kristof-Brown, A. L., Reeves, C. J., & Follmer, E. H. (2013). The Goldilocks Pursuit during Organizational Entry: Applicants’ and Recruiters’ Search for the “Perfect Fit”. In: D. M. Cable, K. Y. T. Yu (Eds), The Oxford Handbook of Recruitment (pp. 437–453). Oxford University Press. https://doi.org/10.1093/oxfordhb/9780199756094.013.0024 DOI: https://doi.org/10.1093/oxfordhb/9780199756094.013.0024
Kunal, K. R., Philip, C., & Pooja, S. (2022) Employer Attractiveness: Generation Z Employment Expectations in India. Cardiometry, 23, 433–443. https://doi.org/10.18137/cardiometry.2022.23.433443 DOI: https://doi.org/10.18137/cardiometry.2022.23.433443
Maj, J., & Kasperek, N. (2020). The Influence of Corporate Social Responsibility on the Attractiveness of Employers in the Perception of Generation Z. In: A. Michałkiewicz, W. Mierzejewska (Eds), Contemporary Organisation and Management: Challenges and Trends (pp. 241–251). Wydawnictwo Uniwersytetu Łódzkiego. https://doi.org/10.18778/8220-333-2.14 DOI: https://doi.org/10.18778/8220-333-2.14
Marszycki, M. (2023). 3/4 specjalistów korzysta z mediów społecznościowych podczas poszukiwania pracy. ITwiz. Retrieved from: https://itwiz.pl/3-4-specjalistow-korzysta-z-mediow-spolecznosciowych-podczas-poszukiwania-pracy/ (accessed: 7.01.2025).
Mauger, Y. (2024). Values Matter: Exploring How Job Seekers’ Personal Values Influence Organization Attractiveness. AIMS International Journal of Management, 18(1), 1–10. https://doi.org/10.26573/2024.18.1.1 DOI: https://doi.org/10.26573/2024.18.1.1
Michałkiewicz, A. (2024). Generation Z’s Expectations of a Remote Team Manager. Krakow Review of Economics and Management / Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie, 1(1003), 65–82. https://doi.org/10.15678/KREM.2024.1003.0104 DOI: https://doi.org/10.15678/KREM.2024.1003.0104
Mikołajczyk-Szewczyk, A., & Waligóra, E. (2019). Zróżnicowanie czynników wpływających na wybór oferty pracy w zależności od wieku kandydata. In: Nauka, badania i doniesienia naukowe 2019: Nauki społeczne i humanistyczne (Vol. 2, pp. 94–102). Idea Knowledge Future.
Ng, E. S. W., & Burke, R. J. (2005). Person–organization Fit and the War for Talent: Does Diversity Management Make a Difference? The International Journal of Human Resource Management, 16(7), 1195–1210. https://doi.org/10.1080/09585190500144038 DOI: https://doi.org/10.1080/09585190500144038
Ng, E. S. W., Schweitzer, L., & Lyons, S. T. (2010). New Generation, Great Expectations: A Field Study of the Millennial Generation. Journal of Business and Psychology, 25, 281–292. https://doi.org/10.1007/s10869-010-9159-4 DOI: https://doi.org/10.1007/s10869-010-9159-4
Ng, S. I., Ho, J. A., Lim, X. J., Chong, K. L., & Latiff, K. (2021). Mirror, Mirror on the Wall, Are We Ready for Gen-Z in Marketplace? A Study of Smart Retailing Technology in Malaysia. Young Consumers: Insight and Ideas for Responsible Marketers, 22(1), 68–89. https://doi.org/10.1108/YC-06-2019-1006 DOI: https://doi.org/10.1108/YC-06-2019-1006
Nunan, D., Birks, D. F., & Malhotra, N. K. (2020). Marketing Research: Applied Insight. Pearson Education Limited.
Pacelli, J., Shi, T., & Zou, Y. (2022). Communicating Corporate Culture in Labor Markets: Evidence from Job Postings (Working Paper). DOI: https://doi.org/10.2139/ssrn.4235342
Różańska-Bińczyk, I. (2022). Oczekiwania przedstawicieli pokolenia Z (C) wobec firm co do ich działalności proekologicznej – wyniki badań własnych. Zarządzanie Zasobami Ludzkimi, 145(2), 47–64. https://doi.org/10.5604/01.3001.0015.8336 DOI: https://doi.org/10.5604/01.3001.0015.8336
Ryan, A. M., Sacco, J. M., McFarland, L. A., & Kriska, S. D. (2000). Applicant Self-selection: Correlates of Withdrawal from a Multiple Hurdle Process. Journal of Applied Psychology, 85(2), 163–179. https://doi.org/10.1037/0021-9010.85.2.163 DOI: https://doi.org/10.1037//0021-9010.85.2.163
Satzger, M., & Vogel, R. (2023). Do Inclusive Workplace Policies Foster Employer Attractiveness? Comparative Evidence from an Online Employer Review Platform. Public Personnel Management, 52(4), 566–589. https://doi.org/10.1177/00910260231187536 DOI: https://doi.org/10.1177/00910260231187536
Schäpers, P., Windscheid, L., Mazei, J., Thielsch, M. T., & Hertel, G. (2021). “Like Will to Like” or “Opposites Attract”? Management Board Diversity Affects Employer Attractiveness. Gender in Management, 36(5), 569–590. https://doi.org/10.1108/GM-10-2019-0182 DOI: https://doi.org/10.1108/GM-10-2019-0182
Schmidt, J. A., Chapman, D. S., & Jones, D. A. (2015). Does Emphasizing Different Types of Person–Environment Fit in Online Job Ads Influence Application Behavior and Applicant Quality? Evidence from a Field Experiment. Journal of Business and Psychology, 30, 267–282. https://doi.org/10.1007/s10869-014-9353-x DOI: https://doi.org/10.1007/s10869-014-9353-x
Schneider, B. (1987). The People Make the Place. Personnel Psychology, 40(3), 437–453. https://doi.org/10.1111/j.1744-6570.1987.tb00609.x DOI: https://doi.org/10.1111/j.1744-6570.1987.tb00609.x
Shaw, S., & Fairhurst, D. (2008). Engaging a New Generation of Graduates. Education + Training, 50(5), 366–378. https://doi.org/10.1108/00400910810889057 DOI: https://doi.org/10.1108/00400910810889057
Shen, J., Chanda, A., D’netto, B., & Monga, M. (2009). Managing Diversity through Human Resource Management: An International Perspective and Conceptual Framework. The International Journal of Human Resource Management, 20(2), 235–251. https://doi.org/10.1080/09585190802670516 DOI: https://doi.org/10.1080/09585190802670516
Sidorkiewicz, M., & Tokarz-Kocik, A. (2017). Analiza internetowych ofert pracy oraz poszukiwanych kwalifikacji w hotelarstwie na przykładzie województwa zachodniopomorskiego. Folia Turistica, 42, 87–102. DOI: https://doi.org/10.5604/01.3001.0010.4091
Sievert, M., Vogel, D., & Feeney, M. K. (2022). Formalization and Administrative Burden as Obstacles to Employee Recruitment: Consequences for the Public Sector. Review of Public Personnel Administration, 42(1), 3–30. https://doi.org/10.1177/0734371X20932997 DOI: https://doi.org/10.1177/0734371X20932997
Spence, M. (1973). Job Market Signaling. The Quarterly Journal of Economics, 87(3), 355–374. https://doi.org/10.2307/1882010 DOI: https://doi.org/10.2307/1882010
Stiglitz, J. E. (2000). The Contributions of the Economics of Information to Twentieth Century Economics. The Quarterly Journal of Economics, 115(4), 1441–1478. https://doi.org/10.1162/003355300555015 DOI: https://doi.org/10.1162/003355300555015
Story, J., Castanheira, F., & Hartig, S. (2016). Corporate Social Responsibility and Organizational Attractiveness: Implications for Talent Management. Social Responsibility Journal, 12(3), 484–505. https://doi.org/10.1108/SRJ-07-2015-0095 DOI: https://doi.org/10.1108/SRJ-07-2015-0095
Van Hoye, G., Bas, T., Cromheecke, S., & Lievens, F. (2013). The Instrumental and Symbolic Dimensions of Organisations’ Image as an Employer: A Large-scale Field Study on Employer Branding in Turkey. Applied Psychology, 62(4), 543–557. https://doi.org/10.1111/j.1464-0597.2012.00495.x DOI: https://doi.org/10.1111/j.1464-0597.2012.00495.x
White, K., McCoy, M., Love, K., Kwak, E. J., Bruce, E., & Grable, J. (2019). The Role of Signaling When Promoting Diversity and Inclusion at the Firm Level: A Financial Advisory Professional Case Study. Advances in Business Research, 9(1), 1–16.
Windscheid, L., Bowes-Sperry, L., Kidder, D. L., Cheung, H. K., Morner, M., & Lievens, F. (2016). Actions Speak Louder Than Words: Outsiders’ Perceptions of Diversity Mixed Messages. Journal of Applied Psychology, 101(9), 1329–1341. https://doi.org/10.1037/apl0000107 DOI: https://doi.org/10.1037/apl0000107
Wofford, A. M., & Smith, K. N. (2022). Analyzing Signals of (In)Equity and Power in Engineering College Internship Advertisements. Journal of Women and Minorities in Science and Engineering, 28(4), 25–49. https://doi.org/10.1615/JWomenMinorScienEng.2021037923 DOI: https://doi.org/10.1615/JWomenMinorScienEng.2021037923
Żarczyńska-Dobiesz, A., Janiak-Rejno, I., & Chomątowska, B. (2024). Gen Y in Uncertain Times of Remote Working: From the Employees’ Perspective. Krakow Review of Economics and Management / Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie, 2(1004), 81–102. https://doi.org/10.15678/KREM.2024.1004.0205 DOI: https://doi.org/10.15678/KREM.2024.1004.0205
Downloads
Published
Issue
Section
License
Copyright (c) 2026 Krakow University of Economics
This work is licensed under a Creative Commons Attribution 4.0 International License.
