Chapter 2 Theoretical Background

This chapter provides the theoretical foundation for the Attraction-Selection-Attrition (ASA) framework and its implementation in this agent-based model.

2.1 The ASA Framework

The Attraction-Selection-Attrition (ASA) framework, developed by Benjamin Schneider (1987), explains how organizations naturally evolve toward homogeneity through three interrelated processes:

2.1.1 Attraction

Individuals are differentially attracted to organizations based on perceived fit between their personal characteristics and organizational attributes.

In our model: - Agents calculate attraction based on: - Identity similarity (homophily preference) - Organizational diversity (diversity preference) - Personality alignment

2.1.2 Selection

Organizations preferentially select individuals who fit their criteria and culture.

In our model: - Selection can be based on: - Conscientiousness scores - Overall fit metrics - Random selection (baseline)

2.1.3 Attrition

Individuals who don’t fit well with the organization are more likely to leave.

In our model: - Turnover occurs through: - Satisfaction thresholds - Probabilistic turnover based on satisfaction - Tenure effects

2.2 Agent Characteristics

2.2.1 Personality Traits (Big Five)

Each agent possesses five personality dimensions based on the Five-Factor Model:

  1. Openness: Creativity, curiosity, and openness to new experiences
  2. Conscientiousness: Organization, dependability, and work ethic
  3. Extraversion: Sociability, assertiveness, and energy
  4. Agreeableness: Cooperation, trust, and helpfulness
  5. Emotional Stability: Calmness, resilience, and emotional control

These traits are normally distributed (mean = 0, sd = 1) in the population.

2.2.2 Identity Categories

Agents belong to discrete identity categories (default: A, B, C, D, E) representing: - Functional backgrounds - Professional identities - Cultural groups - Or any categorical distinction relevant to the simulation

2.2.3 Preferences

Two key preferences drive agent behavior:

  1. Homophily Preference: Attraction to similar others
  2. Diversity Preference: Attraction to organizational variety

2.3 Interaction Dynamics

2.3.1 Interaction Valence Calculation

When agents interact, the quality (valence) of the interaction is determined by:

Valence = -|ΔExtraversion| + (Conscientiousnessfocal - Extraversionpartner) 
          + Agreeablenessfocal + IdentityBonus + ε

Where: - ΔExtraversion: Difference in extraversion (similarity is beneficial) - IdentityBonus: Homophily preference if same identity, diversity preference if different - ε: Random component scaled by emotional stability

2.3.2 Satisfaction Dynamics

Agent satisfaction integrates multiple components:

Satisfaction = BaseAttraction + InteractionHistory + IdentityFit 
               + DiversityComponent + PersonalityStability

2.4 Organizational Metrics

2.4.1 Identity Diversity

We use Shannon entropy to measure identity diversity:

H = -Σ(pi × log(pi))

Where pi is the proportion of identity category i.

2.4.2 Organizational Personality

The organization’s personality profile is characterized by: - Mean levels of each Big Five trait - Standard deviations indicating personality diversity

2.5 Temporal Dynamics

The model operates in discrete time steps, typically representing: - Days, weeks, or months - Configurable based on research needs

Key temporal processes: - Hiring cycles: Periodic recruitment and selection - Interaction accumulation: Building relationship history - Tenure effects: Time-dependent behaviors

2.6 Emergent Phenomena

The ASA model produces several emergent patterns:

  1. Homogenization: Organizations become more similar over time
  2. Culture crystallization: Dominant characteristics become reinforced
  3. Fit spirals: Good fit → satisfaction → retention → stronger culture
  4. Diversity cycles: Tension between homophily and diversity preferences

2.7 Model Assumptions

Key assumptions in our implementation:

  1. Perfect information: Applicants can assess organizational fit
  2. Stable preferences: Agent preferences don’t change
  3. Random interactions: Agents interact randomly (can be modified)
  4. Linear satisfaction: Components combine additively

2.8 Extensions and Variations

The framework supports several extensions:

  1. Network structures: Replace random with network-based interactions
  2. Multiple organizations: Inter-organizational mobility
  3. Dynamic environments: Changing selection criteria
  4. Team structures: Nested organizational units

2.9 References and Further Reading

  • Schneider, B. (1987). The people make the place. Personnel Psychology, 40(3), 437-453.
  • Schneider, B., Goldstein, H. W., & Smith, D. B. (1995). The ASA framework: An update. Personnel Psychology, 48(4), 747-773.
  • Harrison, D. A., Price, K. H., & Bell, M. P. (1998). Beyond relational demography: Time and the effects of surface-and deep-level diversity on work group cohesion. Academy of Management Journal, 41(1), 96-107.

2.10 Mathematical Notation Summary

Symbol Description
N Organization size
I Identity categories
π Personality traits vector
σ Satisfaction score
τ Turnover threshold
t Time step
H Diversity index