Attraction–Selection–Attrition Model

Overview

The ASA model delineates a framework for understanding organizational behavior that integrates both individual (micro) and organizational (macro) perspectives by explaining macro organizational attributes with micro person characteristics. The framework proposes that the outcome of three interrelated dynamic processes, attraction–selection–attrition, determines the kinds of people in an organization, which consequently defines an organization, its structures, its processes, and, ultimately, its culture.

At the core of the ASA model are the goals of the organization originally articulated (implicitly or explicitly) by the founder. Organizational goals, and the processes, structures, and culture that emerge to facilitate attainment of these goals, are suggested to be reflections of the particular characteristics (i.e., personality) of the founder and those of his or her early colleagues. Schneider suggests that founders are faced with a variety of decisions to make regarding whom to hire, how to compensate employees, how to structure reporting relationships, and even what industries or markets to enter. The decisions made are influenced by the underlying values, motives, and dispositions of the founder. So, for example, the ASA model would postulate that the cultural differences between Apple Computer and Microsoft had their origins in the personality differences of their founders, Steve Jobs and Bill Gates. As Apple Computer and Microsoft grew, the policies and procedures established were a reflection of their founders' early influence, and over time these policies and procedures created a culture that is somewhat unique for each company. So, the genesis of an organization's culture can be traced to the initial decisions made by founders and the unique imprint they put on their organizations. This, too, is the beginning of the ASA cycle.

The ASA cycle begins with the attraction process, which concerns the fact that people's preferences for particular organizations are based on some estimate of the fit or congruence of their own personal characteristics (personality, values, and motives) with the attributes of the organization they are evaluating. That is, people find organizations differentially attractive as a function of their implicit judgments of the congruence between those organizations' goals (and structures, processes, and culture as manifestations of those goals) and their own personalities. For example, an IT engineer may choose to work for Apple Computer, as opposed to Microsoft, because she or he sees the company as innovative and flexible, which conforms to the engineer's own values of creativity and independence. Ample research evidence suggests that job applicants make assessments of fit when choosing among employment alternatives.

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