bluuebunny/crossref_metadata_2025 huggingface dataset:
HR OUTSOURCING AND ITS IMPACT: THE ROLE OF TRANSACTION COSTS
Authors: KLAAS BRIAN S. , McCLENDON JOHN , GAINEY THOMAS W.
Published: December 2006

Although HR activities have traditionally been performed in‐house, organizations are increasingly relying on outside contractors to perform these activities. Using a Transaction Cost Economics perspective, this study examined whether organizational‐level factors moderated the relationship between the degree of reliance on HR outsourcing and the perceived benefits produced by outsourcing. Moderated regression was performed using data provided by over 300 HR executives on outsourcing levels, organizational characteristics, and the perceived impact of outsourcing. Support was found for a number of the transaction cost hypotheses regarding the impact of organizational characteristics. Specifically, the relationship between the degree of outsourcing and the perceived benefits generated was moderated by reliance on idiosyncratic HR practices, uncertainty, firm size, and cost pressures. No support was found for hypotheses regarding the moderating effect associated with pay level, overall outsourcing emphasis, or strategic involvement by HR.
PERSONALITY MEASURES AND BIODATA: EVIDENCE REGARDING THEIR INCREMENTAL PREDICTIVE VALUE IN THE LIFE INSURANCE INDUSTRY
Authors: MCMANUS MARGARET A. , KELLY MARY L.
Published: December 2006

This study examines the extent to which a theoretically based set of personality measures can add incremental validity to an existing biodata instrument in terms of predicting both traditional (task) and expanded (contextual) dimensions of performance in the life insurance industry. Four of the Big Five measures of personality predicted contextual performance while just the Extraversion scale predicted task performance. This study demonstrates that personality measures can provide significant incremental prediction of contextual performance over biodata, and vice versa.
ASSESSING COMPANY EMPLOYMENT IMAGE: AN EXAMPLE IN THE FAST FOOD INDUSTRY
Authors: HIGHHOUSE SCOTT , ZICKAR MICHAEL J. , THORSTEINSON TODD J. , STIERWALT SANDRA L. , SLAUGHTER JEREL E.
Published: December 2006

Historically, there has been little guidance from the recruitment literature on how organizations can assess the image that potential applicants hold of their company as a place to work. We demonstrate the application of a technique for identifying employment image dimensions that are most critical in distinguishing among companies in the same industry, and show how this information can be used to assess companies relative to their competitors on these dimensions. We used a forced‐choice inductive methodology to identify relevant dimensions of company employment image in the fast food industry, and randomly assigned high school students (n= 336) and retirees (n= 102) to describe 1 of 8 well‐known fast food companies on the dimensions. In addition, respondents indicated their general image of the targeted company as a place to work. We were able to identify dimensions that both discriminated between companies and predicted general image, and graphically benchmarked one company against other companies on image dimensions.
LONGITUDINAL ANALYSIS OF DISPOSITIONAL INFLUENCES AND SEXUAL HARASSMENT: EFFECTS ON JOB AND PSYCHOLOGICAL OUTCOMES
Authors: MUNSON LIBERTY J. , HULIN CHARLES , DRASGOW FRITZ
Published: December 2006

Research consistently demonstrates that sexual harassment is related to a variety of negative outcomes. Negative outcomes, however, may be influenced by respondents' dispositions or response biases rather than by their sexual harassment experiences alone. This study investigates relationships between negative outcomes and sexual harassment over time in an attempt to assess this possibility. Further, little empirical research on sexual harassment has explored the impact of various coping strategies on experiences of harassment over time. Sexual harassment experiences, job‐related and psychological outcomes, and coping responses were obtained from 216 female faculty and staff members at a midwestern university at 2 times, 24 months apart. Patterns of results suggests that sexual harassment has important effects on job‐related and psychological outcomes that operate independently of dispositional influences or response biases. Results also indicate that sexual harassment at Time 1 is a better predictor of harassment at Time 2 than are coping strategies.
PERSON‐ORGANIZATION FIT: THE MATCH BETWEEN NEWCOMERS' AND RECRUITERS' PREFERENCES FOR ORGANIZATIONAL CULTURES
Authors: VAN VIANEN ANNELIES E.M.
Published: December 2006

This study examined the effects of two measures of fit on newcomers' commitment and turnover intentions, P‐O fit and P‐P fit. Newcomers preferences for organizational cultures were compared with supervisors' and peers' perceptions of organizational culture (P‐O fit) and with their preferences for organizational culture (P‐P fit). The supervisors and peers that were involved had been the newcomer's recruiters during the selection procedure and they had hired the newcomer. Subjects' culture preferences and perceptions yielded two dimensions of organizational culture: concern for people and concern for goal accomplishment. Results revealed that newcomers' concern for people P‐P fit with their supervisor was related to organizational commitment and turnover intentions. P‐O fit measures for both dimensions of organizational culture were not related to newcomer affective outcomes.
AN UPWARD FEEDBACK FIELD EXPERIMENT: SUPERVISORS' CYNICISM, REACTIONS, AND COMMITMENT TO SUBORDINATES
Authors: ATWATER LEANNE E. , WALDMAN DAVID A. , ATWATER DAVID , CARTIER PRISCILLA
Published: December 2006

A field experiment was conducted to examine outcomes associated with an upward feedback program in a policing agency. Experimental groups included 110 supervisors who were randomly assigned to 1 of 2 conditions: (a) a feedback group in which supervisors and subordinates completed surveys and received feedback at two time periods, or (b) a survey‐only group in which supervisors and subordinates completed surveys at Times 1 and 2, but supervisors received feedback only at Time 2. Results showed no significant improvement for the feedback or survey‐only group with regard to subordinate ratings of leadership. However, a significant decrease in self‐rated leadership scores occurred between Time 1 and Time 2 for the supervisors receiving feedback at Time 1, and no such changes were observed for supervisors who were only surveyed at Time 1. In addition, Time 1 to Time 2 leadership change was predicted by organizational cynicism and the extent to which the recipient reacts positively to upward feedback and takes steps to improve. Thus, individual attitudes appear to be relevant to behavior change following upward feedback. In addition, leadership measured at Time 1 predicted supervisors' commitment to their subordinates at Time 2 for the feedback group, but not for the survey‐only group. Such results demonstrate that outcomes in addition to performance, such as commitment to subordinates, need to be considered in the implementation of upward feedback programs.
THE INCREMENTAL VALIDITY OF INTERVIEW SCORES OVER AND ABOVE COGNITIVE ABILITY AND CONSCIENTIOUSNESS SCORES
Authors: CORTINA JOSE M. , GOLDSTEIN NANCY B. , PAYNE STEPHANIE C. , DAVISON H.KRISTL , GILLILAND STEPHEN W.
Published: December 2006

Recent research has suggested that scores on measures of cognitive ability, measures of Conscientiousness, and interview scores are positively correlated with job performance. There remains, however, a question of incremental validity: To what extent do interviews predict above and beyond cognitive ability and Conscientiousness? This question was addressed in this paper by (a) conducting meta‐analyses of the relationships among cognitive ability, Conscientiousness, and interviews, (b) combining these results with predictive validity results from previous meta‐analyses to form a “meta‐correlation matrix” representing the relationships among cognitive ability, Conscientiousness, interviews, and job performance, and (c) performing 9 hierarchical regressions to examine the incremental validity of 3 levels of structured interviews in best, actual, and worst case scenarios for prediction. Results suggested that interview scores contribute to the prediction of job performance over and above cognitive ability and Conscientiousness to the extent that they are structured, with scores from highly structured interviews contributing substantially to prediction. Directions for future research are discussed.
ADAPTABILITY TO CHANGING TASK CONTEXTS: EFFECTS OF GENERAL COGNITIVE ABILITY, CONSCIENTIOUSNESS, AND OPENNESS TO EXPERIENCE
Authors: LEPINE JEFFREY A. , COLQUITT JASON A. , EREZ AMIR
Published: December 2006

We examined the extent to which cognitive ability, Conscientiousness, and Openness to Experience predict decision‐making performance prior to and after unforeseen changes in the task context. Seventy‐three undergraduates made decisions on a series of 75 problems during a 3‐hour computerized simulation. Unbeknownst to participants, the rules used in determining correct decisions changed after problems 25 and 50. Effects of the individual differences on decision‐making performance became significantly stronger after the changes. Only cognitive ability explained variance in prechange performance. Individuals with higher cognitive ability made better decisions. After the change, the cognitive ability effect increased and the effects of Conscientiousness and Openness became statistically significant. As expected, those with high Openness made better decisions. Unexpectedly, those with low Conscientiousness made better decisions. Subsequent analyses revealed that this surprising effect for Conscientiousness was due to the traits reflecting dependability (i.e., order, dutiful‐ness, deliberation) rather than volition (i.e., competence, achievement striving, self‐discipline).
LUMP‐SUM BONUS SATISFACTION: TESTING THE CONSTRUCT VALIDITY OF A NEW PAY SATISFACTION DIMENSION
Authors: STURMAN MICHAEL C. , SHORT JEREMY C.
Published: December 2006

There are both practical and theoretical reasons to measure lump‐sum bonus satisfaction. The practical need for such a measure stems from its increased use as a component in modern compensation practices. Based on the means of administering and allocating lump‐sum bonuses, a theoretical case can be built suggesting that lump‐sum bonus satisfaction constitutes a separate component of pay satisfaction fitting into the Pay Satisfaction Questionaire's (PSQ) theoretical framework. We develop 4 questions that complement the PSQ, and use a series of techniques to test the convergent and discriminant validity of the measure. Empirical evidence shows that bonus‐related items are more related to the lump‐sum bonus satisfaction measure than other PSQ dimensions. We also demonstrate that the dimension of lump‐sum bonus satisfaction has a substantive relationship with attitudinal variables beyond that provided by pay level variables and the PSQ. The development of this measure should foster greater accuracy when assessing pay satisfaction levels and the effects of lump‐sum bonus pay policies.
THE PRACTICE OF COMPETENCY MODELING
Authors: SHIPPMANN JEFFERY S. , ASH RONALD A. , BATJTSTA MARIANGELA , CARR LINDA , EYDE LORRAINE D. , HESKETH BERYL , KEHOE JERRY , PEARLMAN KENNETH , PRIEN ERICH P. , SANCHEZ JUAN I.
Published: December 2006

The purpose of this article is to define and explain a trend that has caused a great deal of confusion among HR researchers, practitioners, and consumers of HR‐related services: competency modeling. The Job Analysis and Competency Modeling Task Force, a work group jointly sponsored by the Professional Practice Committee and the Scientific Affairs Committee of the Society For Industrial and Organizational Psychology, has recently concluded a 2‐year investigation into the antecedents of competency modeling and an examination of the current range of practice. Competency modeling is compared and contrasted to job analysis using a conceptual framework (reflected in a 10‐dimension Level of Rigor Scale) that practitioners and researchers may use to guide future work efforts, and which could be used as a basis for developing standards for practice. The strengths and weaknesses of both competency modeling and job analysis are identified and, where appropriate, recommendations are made for leveraging strengths in one camp to shore‐up weaknesses in the other.
PROGRESS IN PSYCHOMETRICS: CAN INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY CATCH UP?
Authors: MURPHY KEVIN R. , DE SHON RICHARD
Published: December 2006

Murphy and DeShon (2000) show that interrater correlations do not provide reasonable estimates of the reliability of job performance ratings, and suggest that better estimates can be obtained by applying the methods of generalizability theory. Schmidt, Viswesvaran, and Ones (2000) criticize our suggestions as radical, and argue that: (a) the reliability of ratings should be evaluated using the parallel test model rather than the more general and more realistic generalizability model, (b) reliability and validity are distinct concepts that should not be confused, and (c) measurement models have little to do with substantive models of the processes that generate scores on a test or measure. All three of these ideas were once part of the psychometric mainstream, but progress in psychometrics over the last 3 decades has moved the field well beyond these assumptions and approaches. Modern psychometric theory calls for close linkages between measurement models and substantive models of the phenomena being measured.
ACCURACY OF INTERVIEWER JUDGMENTS OF JOB APPLICANT PERSONALITY TRAITS
Authors: BARRICK MURRAY R. , PATTON GREGORY K. , HAUGLAND SHANNA N.
Published: December 2006

This study investigated whether interviewers can assess Big Five personality traits during a job interview. Four raters (self, interviewer, friend, and stranger) assessed the applicant's personality. Results from ratings for 73 applicants demonstrated that interviewer ratings of applicant personality correlate higher with self‐ratings (r̃= .28) than do stranger ratings (r̃= .09) but less than ratings from close friends (r̃= .39). However, correlations between interviewer ratings and self‐ratings were smaller for the two job‐relevant personality traits, Conscientiousness (r̃= .16, n.s.) and Emotional Stability (r̃= .17, n.s.) than for the other three personality traits. Variance in ratings suggested the applicants managed their self‐presentation on these two traits during the interview. Thus, although interviewers can and do assess personality during the interview, they are not able to assess those traits that would best predict later job success. Finally, the moderating effect of interview design (i.e., structure and content) was assessed. The results revealed that job‐relevant interviews, situational interviews, and behavioral interviews did not affect an interviewer's ability to assess personality. Although there was a small (positive) effect for more structured interviews, this affect was modest. The results of this study suggest that future research should examine whether the interview can be designed to assess personality directly, and what the gains to predictive validity are by doing so.
SOCIALIZATION TACTICS AND PERSON‐ORGANIZATION FIT
Authors: CABLE DANIEL M. , PARSONS CHARLES K.
Published: December 2006

We examined how firms' socialization tactics help establish person‐organization fit between newcomers and organizations. We used a 3‐wave longitudinal design that followed individuals over 2 years: we distributed the first survey before their job search began and the last survey 18 months after their college graduation. Results indicated that newcomers' subjective fit perceptions, as well as changes in their values, were associated with two types of socialization tactics: content (i.e., tactics that are sequential and fixed vs. variable and random) and social aspects (i.e., tactics that emphasize serial and investiture processes rather than disjunctive and divestiture processes). The context dimension of socialization tactics, where socialization is collective and formal (vs. individualized and informal), was not related to P‐O fit in this study.
PERSONALITY AND COGNITIVE ABILITY AS PREDICTORS OF JOB SEARCH AMONG EMPLOYED MANAGERS
Authors: BOUDREAU JOHN W. , BOSWELL WENDY R. , JUDGE TIMOTHY A , BRETZ ROBERT D.
Published: December 2006

Research on employee job search and separation traditionally focuses on situationally specific variables. Such variables may change with particular employment situations (e.g., job tenure, salary, perceived organizational success), they may be differentially relevant to work situations over time (e.g., education), or may reflect individual reactions to particular work situations (e.g., job satisfaction). More enduring individual characteristics, particularly personality and cognitive ability, may affect job search in consistent ways across different situations, but to date we have little empirical research on those effects. The present study extends traditional job search investigations by incorporating these two enduring individual characteristics–personality and cognitive ability. The value of these two enduring individual characteristics, in predicting job search, is then tested on a sample of U.S. executives. Cognitive ability as well as the personality dimensions of Agreeableness, Neuroticism, and Openness to Experience related positively to job search. These effects remained even in the presence of an array of situational factors previously shown to affect search. The relationship between Extroversion and job search became significant and positive in the presence of situational factors, particularly job satisfaction. Implications for future research and practice are discussed.
PATTERNS OF INTERDEPENDENCE IN WORK TEAMS: A TWO‐LEVEL INVESTIGATION OF THE RELATIONS WITH JOB AND TEAM SATISFACTION
Authors: VAN DER VEGT GERBEN S. , EMANS BEN J. M. , VAN DE VLIERT EVERT
Published: December 2006

A questionnaire study in 17 school and 24 engineering teams examined affective reactions to task and goal interdependence at the group and individual level of analysis. Group‐level task interdependence was positively related to group members' job and team satisfaction. Within‐group differences in the degree of task interdependence were unrelated to affective responses. Interactions revealed that within‐group task interdependence is positively related to both job and team satisfaction only if the degree of goal interdependence in the work team is high.
SOURCES OF SUPPORT AND EXPATRIATE PERFORMANCE: THE MEDIATING ROLE OF EXPATRIATE ADJUSTMENT
Authors: KRAIMER MARIA L. , WAYNE SANDY J. , JAWORSKI REN ATA A.
Published: December 2006

This study examined the role of 3 sources of support in facilitating expatriate adjustment and performance. A model was developed that examined the effects of perceived organizational support (POS), leader‐member exchange (LMX), and spousal support on expatriates' adjustment to work, the country, and interacting with foreign nationals. In turn, it was expected that expatriate adjustment would influence expatriate task performance and contextual performance. The model was tested using a sample of 213 expatriate‐supervisor dyads via structural equation modeling. The results indicated that POS had direct effects on expatriate adjustment, which in turn had direct effects on both dimensions of performance. Although LMX did not influence adjustment, it did have direct effects on expatriate task and contextual performance. Spousal support did not relate to adjustment or performance. Practical implications for facilitating expatriate adjustment and performance are discussed.
THE EFFECTS OF EMPLOYEE SATISFACTION, ORGANIZATIONAL CITIZENSHIP BEHAVIOR, AND TURNOVER ON ORGANIZATIONAL EFFECTIVENESS: A UNIT‐LEVEL, LONGITUDINAL STUDY
Authors: KOYS DANIEL J.
Published: December 2006

This study addresses the issue of whether positive employee attitudes and behaviors influence business outcomes or whether positive business outcomes influence positive employee attitudes and behaviors. We hypothesize that employee satisfaction, organizational citizenship behavior, and employee turnover influence profitability and customer satisfaction. Data were gathered from the units of a regional restaurant chain via employee surveys, manager surveys, customer surveys, and organizational records. Cross‐lagged regression analyses show that employee attitudes and behaviors at Time 1 are related to organizational effectiveness at Time 2. Additional cross‐lagged regression analyses show no significant relationship between organizational effectiveness at Time 1 and the employee attitudes and behaviors at Time 2. These results add to the evidence that HR outcomes influence business outcomes, rather than the other way around.
CHINESE AND AMERICAN MANAGERS' COMPENSATION AWARD DECISIONS: A COMPARATIVE POLICY‐CAPTURING STUDY
Authors: ZHOU JING , MARTOCCHIO JOSEPH J.
Published: December 2006

Using a policy‐capturing approach, in this study we examined the extent to which 4 variables (work performance, relationship with coworkers, relationship with managers, and personal needs) affect the process through which Chinese and American managers make 2 types of compensation award decisions (bonus amounts and nonmonetary recognition). Results showed that, compared with their American counterparts, Chinese managers (a) put less emphasis on work performance when making bonus decisions; (b) put more emphasis on relationship with coworkers when making nonmonetary decisions; (c) put more emphasis on relationship with managers when making nonmonetary award decisions; and (d) put more emphasis on personal needs when making bonus decisions. We discussed the implications of these results for future research and practice.
USING COMPUTERS TO DELIVER TRAINING: WHICH EMPLOYEES LEARN AND WHY?
Authors: BROWN KENNETH G.
Published: December 2006

Compared to traditional instructor‐led training, computer‐delivered training typically offers learners more control over their instruction. In learner‐controlled environments, learner choices regarding practice level, time on task, and attention are expected to be critical determinants of training effectiveness. To examine the effect of learner choices in computer‐based training, a study was conducted with 78 employees taking an Intranet‐delivered training course. Learner choices were assessed and predicted with goal orientation (mastery and performance) and learning self‐efficacy, as well as age, education, and computer experience. Results indicate considerable variability among trainees in practice level and time on task, which both predict knowledge gain. Performance orientation interacted with learning self‐efficacy to determine practice level, and mastery orientation had an unexpected negative effect. Implications for the use of computers to deliver training and for future research are discussed.
ETHNIC GROUP DIFFERENCES IN COGNITIVE ABILITY IN EMPLOYMENT AND EDUCATIONAL SETTINGS: A META‐ANALYSIS
Authors: ROTH PHILIP L. , BEVIER CRAIG A. , BOBKO PHILIP , SWITZER FRED S. , TYLER PEGGY
Published: December 2006

The cognitive ability levels of different ethnic groups have interested psychologists for over a century. Many narrative reviews of the empirical literature in the area focus on the Black‐White differences, and the reviews conclude that the mean difference in cognitive ability (g) is approximately 1 standard deviation; that is, the generally accepted effect size is about 1.0. We conduct a meta‐analytic review that suggests that the one standard deviation effect size accurately summarizes Black‐White differences for college application tests (e.g., SAT) and overall analyses of tests of g for job applicants in corporate settings. However, the 1 standard deviation summary of group differences fails to capture many of the complexities in estimating ethnic group differences in employment settings. For example, our results indicate that job complexity, the use of within job versus across job study design, focus on applicant versus incumbent samples, and the exact construct of interest are important moderators of standardized group differences. In many instances, standardized group differences are less than 1 standard deviation. We conduct similar analyses for Hispanics, when possible, and note that Hispanic‐White differences are somewhat less than Black‐White differences.
TOWARD AN UNDERSTANDING OF EMPLOYMENT DISCRIMINATION CLAIMING: AN INTEGRATION OF ORGANIZATIONAL JUSTICE AND SOCIAL INFORMATION PROCESSING THEORIES
Authors: GOLDMAN BARRY M.
Published: December 2006

This research examines predictors of actual discrimination claiming among terminated workers by investigating a number of variables suggested by organizational justice and social information processing theories. This study investigated initial decisions to claim in a sample of 439 terminated workers who were surveyed at several unemployment offices. Logistic regression was used to examine how the decision to claim for discrimination was affected by procedural and distributive justice, social guidance, minority status, gender, age, tenure, and education. All of the variables except education and gender were found to be significant. Thus, the results support variables from each of the theories. Social guidance was found to have a major influence on discrimination‐claiming. A counter‐intuitive finding for minority status was found such that Whites were more likely to claim than minorities. Theoretical and practical implications are discussed.
APPLICANT REACTIONS TO SELECTION: DEVELOPMENT OF THE SELECTION PROCEDURAL JUSTICE SCALE (SPJS)
Authors: BAUER TALYA N. , TRUXILLO DONALD M. , SANCHEZ RUDOLPH J. , CRAIG JANE M. , FERRARA PHILIP , CAMPION MICHAEL A.
Published: December 2006

This paper describes research that fills a void in the applicant reactions literature by developing a comprehensive measure of Gilliland's (1993) procedural justice rules, called the Selection Procedural Justice Scale (SPJS). Five separate phases of scale development were conducted. In Phase 1 we generated and refined the items. For Phase 2 we reduced the items through exploratory factor analysis using data gathered from 330 applicants for the job of court officer and found higher‐order factors consistent with Greenberg (1993a, 1993b). In Phase 3 we confirmed the factor structure using a separate sample of 242 applicants and trainees for the court officer job. In Phase 4 we assessed the initial convergent and divergent validity of the scale. In Phase 5 we tested the generalizability of these items in general and for those receiving positive and negative selection outcomes using 2 student samples. The results demonstrated the usefulness of the SPJS in differentiating each of Gilliland's procedural justice rules and relating them to outcomes included in his model of applicant reactions. A copy of the SPJS is included in the Appendix.
UNDERSTANDING WORK USING THE OCCUPATIONAL INFORMATION NETWORK (O*NET): IMPLICATIONS FOR PRACTICE AND RESEARCH
Authors: PETERSON NORMAN G. , MUMFORD MICHAEL D. , BORMAN WALTER C. , JEANNERET P. RICHARD , FLEISHMAN EDWIN A. , LEVIN KERRY Y. , CAMPION MICHAEL A. , MAYFIELD MELINDA S. , MORGESON FREDERICK P. , PEARLMAN KENNETH , GOWING MARILYN K. , LANCASTER ANITA R. , SILVER MARILYN B. , DYE DONNA M.
Published: December 2006

The Occupational Information Network (O*NET) has recently been developed as a replacement for the Dictionary of Occupational Titles. As a comprehensive system designed to describe occupations, the O*NET incorporates the last 60 years of knowledge about the nature of jobs and work. This article summarizes its development and validation by first discussing how the O*NET used multiple descriptors to provide “multiple windows” on the world of work, utilized cross‐job descriptors to provide a common language to describe different jobs, and used a hierarchical taxonomic approach to occupational descriptors. Second, we provide an overview of the O*NET's Content Model of descriptor domains (i.e., worker characteristics, worker requirements, occupational requirements, experience requirements, occupation characteristics, and occupation‐specific requirements) and their potential uses. Third, we discuss some of the technical issues surrounding the O*NET Finally, we discuss some of the implications for research and theory, as well as some limitations of the O*NET system.
ASSESSING THE INCREMENTAL VALIDITY OF TEAM CONSENSUS RATINGS OVER AGGREGATION OF INDIVIDUAL‐LEVEL DATA IN PREDICTING TEAM EFFECTIVENESS
Authors: KIRKMAN BRADLEY L. , TESLUK PAUL E. , ROSEN BENSON
Published: December 2006

Using data collected from 98 work teams, empowerment levels were assessed based on the aggregation of individual team member ratings as well as on a team consensus approach utilized after aggregation. These 2 methods of measuring team empowerment were then compared on their ability to predict manager ratings of team effectiveness on 4 dimensions. Findings demonstrated that the consensus method of measuring team empowerment explained significantly greater variance in team effectiveness than did the aggregation method alone. We discuss implications for team research and practice based on these findings and include a discussion on when using consensus after aggregation may be most appropriate.
IMPROVING APPLICANTS' REACTIONS TO REJECTION LETTERS: AN APPLICATION OF FAIRNESS THEORY
Authors: GILLILAND STEPHEN W. , GROTH MARKUS , BAKER ROBERT C. , DEW ANGELA E , POLLY LISA M. , LANGDON JAY C.
Published: December 2006

Explanations in the context of employment rejection letters were studied from the perspective of fairness theory (Folger & Cropanzano, 1998). In 2 scenario‐based studies and 1 field experiment, Would Reducing explanations (i.e., explanations detailing qualifications of the individual who received the job), Should Reducing explanations (i.e., explanations of the appropriateness of the selection process), and Could Reducing explanations (i.e., explanations of external conditions that led to a hiring freeze) were systematically manipulated in communicating negative hiring decisions. Applicants' perceptions of fairness, recommendation intentions, and reapplication behavior were assessed. Results demonstrate strong support for the effectiveness of Would and Could Reducing explanations at reducing perceptions of unfairness and increasing recommendation intentions. In addition, applicants who received the Could Reducing explanation were more than twice as likely to reapply for a future position with the organization than those who received a standard rejection letter. A 3‐way interaction among the 3 explanations suggests that 2 explanations may need to be combined in a rejection letter to generate the most positive effects. Findings are discussed from the perspective of fairness theory and practical implications are identified.
THE IMPORTANCE OF UNDERSTANDING AND CHANGING EMPLOYEE OUTCOME EXPECTANCIES FOR GAINING COMMITMENT TO AN ORGANIZATIONAL GOAL
Authors: LATHAM GARY P.
Published: December 2006

Senior management and the union executive committee of a forest products company set an organizational goal to reduce theft from approximately a million dollars a year to zero. Salaried and hourly employees, selected at random, were interviewed regarding their outcome expectancies for honest and dishonest behavior. The responses were categorized within a 2 × 2 empathy box (honest/dishonest behavior vs. positive/negative outcome expectancies) to allow the organization's leadership to understand from the employee's perspective why there was so much theft. This information was subsequently used to alter employee outcome expectancies which, in turn, changed behavior. Theft dropped to near zero.
EXPLORING BLACK‐WHITE SUBGROUP DIFFERENCES OF MANAGERIAL COMPETENCIES
Authors: GOLDSTEIN HAROLD W. , YUSKO KENNETH P. , NICOLOPOULOS VASILIKI
Published: December 2006

This study investigates whether different job‐relevant competencies vary in terms of Black‐White subgroup differences exhibited. There were 633 participants (545 Whites, 88 Blacks) who completed a managerial assessment center that evaluated 13 competency dimensions across 8 assessment exercises. Participants also completed a cognitive ability test. The results suggest that subgroup differences vary by the content domain of the competency. As predicted, significant subgroup differences emerged for a majority of the more cognitively loaded competencies (e.g., judgment) while nonsignificant differences were associated with a majority of the less cognitively loaded competencies (e.g., human relations). Furthermore, when cognitive ability was controlled, 12 of 13 competency scores demonstrated incremental validity in predicting supervisory job performance ratings. In addition, competencies with greater cognitive load tended to more strongly predict cognitive aspects of job performance as compared to noncognitive aspects. However, competencies with less cognitive load did not differentially predict cognitive and noncognitive aspects of job performance.
WHAT DO PROACTIVE PEOPLE DO? A LONGITUDINAL MODEL LINKING PROACTIVE PERSONALITY AND CAREER SUCCESS
Authors: SEIBERT SCOTT E. , KRAIMER MARIA L. , CRANT J. MICHAEL
Published: December 2006

We developed and tested a model linking proactive personality and career success through a set of four behavioral and cognitive mediators. A 2‐year longitudinal design with data from a sample of 180 full‐time employees and their supervisors was used. Results from structural equation modeling showed that proactive personality measured at Time 1 was positively related to innovation, political knowledge, and career initiative, but not voice; all measured at Time 2. Innovation, political knowledge, and career initiative in turn had positive relationships with career progression (salary growth and the number of promotions during the previous 2 years) and career satisfaction. Interestingly, voice had a negative relationship with career progression. We discuss practical implications and future research directions for proactive personality, extra‐role behavior, and careers.
MEASUREMENT ERROR IN RESEARCH ON HUMAN RESOURCES AND FIRM PERFORMANCE: ADDITIONAL DATA AND SUGGESTIONS FOR FUTURE RESEARCH
Authors: WRIGHT PATRICK M. , GARDNER TIMOTHY M. , MOYNIHAN LISA M. , PARK HYEON JEONG , GERHART BARRY , DELERY JOHN E.
Published: December 2006

Gerhart and colleagues (2000) and Huselid and Becker (2000) recently debated the presence and implications of measurement error in measures of human resource practices. This paper presents data from 3 more studies, 1 of large organizations from different industries at the corporate level, 1 from commercial banks, and the other of autonomous business units at the level of the job. Results of all 3 studies provide additional evidence that single respondent measures of HR practices contain large amounts of measurement error. Implications for future research into the HR firm performance relationship are discussed.
HOW HIGH PERFORMANCE HUMAN RESOURCE PRACTICES AND WORKFORCE UNIONIZATION AFFECT MANAGERIAL PAY
Authors: COLVIN ALEXANDER J. S. , BATT ROSEMARY , KATZ HARRY C.
Published: December 2006

Using data from a nationally representative sample of telecommunications establishments, this study finds that HR practices and workforce unionization influence managerial pay levels and the ratio of manager‐to‐worker pay. High performance HR practices, including investment in the skills of the workforce, in computer‐based technologies and in performance‐based worker pay practices, are all positively related to managerial pay; but the use of workforce teams, which shift some managerial responsibilities to workers, has the opposite association. High performance HR practices also are associated with lower manager‐to‐worker pay differentials. In addition, workforce unionization is positively associated with managerial pay levels, with worker base pay mediating the relationship between managers' pay and unionization.
ADAPTIVE GUIDANCE: ENHANCING SELF‐REGULATION, KNOWLEDGE, AND PERFORMANCE IN TECHNOLOGY‐BASED TRAINING
Authors: BELL BRADFORD S. , KOZLOWSKI STEVE W. J.
Published: December 2006

Considerable research has examined the effects of giving trainees control over their learning (Steinberg, 1977, 1989; Williams, 1993). The most consistent finding of this research has been that trainees do not make good instructional use of the control they are given. Yet, today's technologically based training systems often provide individuals with significant control over their learning (Brown, 2001). This creates a dilemma that must be addressed if technology is going to be used to create more effective training systems. The current study extended past research that has examined the effects of providing trainees with some form of advisement or guidance in addition to learner control and examined the impact of an instructional strategy, adaptive guidance, on learning and performance in a complex training environment. Overall, it was found that adaptive guidance had a substantial effect on the nature of trainees' study and practice, self‐regulation, knowledge acquired, and performance.
EXPLORING THE INFLUENCE OF DECISION MAKERS' RACE AND GENDER ON ACTUAL PROMOTIONS TO TOP MANAGEMENT
Authors: POWELL GARY N. , BUTTERFIELD D. ANTHONY
Published: December 2006

The effects of decision makers' race and gender on promotion decisions about applicants of diverse race and gender for 51 top management positions in a cabinet‐level U.S. federal department over a 12‐year period were examined. Promotion decisions were made in a 2‐stage process. First, a review panel decided which applicants to refer for the position. Second, the selecting official selected one of the referred applicants for the position. Overall, decisions by review panels of different race and gender composition and by selecting officials of different race and gender were to the advantage of female applicants and to the disadvantage of African American and Hispanic male applicants. These effects were not fully accounted for by race or gender differences in applicant qualifications, or by any of several theoretical explanations for the effects of race and gender on promotions to top management.
GENERAL SAFETY PERFORMANCE: A TEST OF A GROUNDED THEORETICAL MODEL
Authors: BURKE MICHAEL J. , SARPY SUE ANN , TESLUK PAUL E. , SMITH‐CROWE KRISTIN
Published: December 2006

In this investigation, we report the results of 2 studies designed to (a) conduct confirmatory factor analytic tests of a model of general safety performance with performance ratings from 550 coworker appraisals (Study 1), and (b) examine hypothesized relationships between indicators of breadth and depth of knowledge constructs and confirmed safety performance factors (from Study 1) with training history data and supervisory appraisals for 133 hazardous waste workers in 23 jobs and 4 organizations (Study 2). Confirmatory factor analytic results from Study 1 provided support for a 4‐factor model of general safety performance with performance factors labeled Using Personal Protective Equipment, Engaging in Work Practices to Reduce Risk, Communicating Health and Safety Information, and Exercising Employee Rights and Responsibilities. In general, the results from Study 2 supported the hypothesized dominance of depth of knowledge over breadth of knowledge in the prediction of performance with respect to more routine, consistent safety tasks. Issues concerning the general‐izability of these factors to other types of work and the human resource management implications of these results are discussed.
RECRUITMENT EVALUATION: THE CASE FOR ASSESSING THE QUALITY OF APPLICANTS ATTRACTED
Authors: CARLSON KEVIN D. , CONNERLEY MARY L. , MECHAM ROSS L.
Published: December 2006

We argue that assessing attraction outcomes is critical to systematic improvement of recruitment effectiveness and offer a new assessment framework that can be adapted by all organizations for any position in any staffing scheme. These methods (a) permit outcomes of different recruitment processes–attraction, status maintenance, and gaining job acceptance–to be evaluated independently, (b) support concurrent evaluations of attraction outcomes, (c) enable cost‐benefit analyses of alternative recruitment processes, (d) allow meaningful comparisons of applicants from different recruitment events, and (e) support more aggressive management of the recruitment function than is otherwise possible. An illustrative example demonstrates these methods using attraction outcome data from 5 organizations' recruitment of associate engineers and shows that not only do attraction outcomes differ, the value of those differences can be substantial.
SOCIAL EXCHANGE AND ORGANIZATIONAL COMMITMENT: DECISION‐MAKING TRAINING FOR JOB CHOICE AS AN ALTERNATIVE TO THE REALISTIC JOB PREVIEW
Authors: GANZACH YOAV , PAZY ASYA , OHAYUN YEHUDIT , BRAININ ESTHER
Published: December 2006

This field experiment investigated the effects of exchange‐inducing treatments on pre‐ and postentry commitment of military recruits. Behavioral (volunteering for combat service and turnover), intentional (willingness to commit to combat service), and attitudinal (commitment, satisfaction, perceived fairness, and perceived choice variety) outcomes are examined. Two exchange‐inducing experimental groups, one receiving realistic job preview and another receiving decisionmaking training, were compared to 3 control groups. Results indicated that preentry commitment was significantly higher among participants in the exchange‐inducing conditions. However, the effect of decisionmaking training lasted longer than the effect of realistic job preview.
TELECOMMUTING TECHNOLOGY IMPLEMENTATIONS: A WITHIN‐ AND BETWEEN‐SUBJECTS LONGITUDINAL FIELD STUDY
Authors: VENKATESH VISWANATH , JOHNSON PHILIP
Published: December 2006

This research examines the impact of technology design on the acceptance and long‐term use of telecommuting systems. Specifically, we compare employee acceptance and sustained use of a traditional system designed based on the common “desktop metaphor,” with a virtual‐reality system designed to enhance social richness and telepresence. This 1‐year study incorporated a within‐ and between‐subjects examination of 527 employees across 3 locations of a large organization. Results showed much higher telecommuter acceptance and use of the virtual‐reality system. Strong support emerged for the hypotheses that higher social richness and higher telepresence leads to higher telecommuter motivation and higher sustained use of the system.
EFFECT OF TEMPORARY CONTRACTS ON PERCEIVED WORK CHARACTERISTICS AND JOB STRAIN: A LONGITUDINAL STUDY
Authors: PARKER SHARON K. , GRIFFIN MARK A. , SPRIGG CHRISTINE A. , WALL TOBY D.
Published: December 2006

This longitudinal study investigates differences in perceived work characteristics and job strain as a function of employment status. The study examines the effects of a change from involuntary temporary to permanent status (N= 75) compared to staying permanent (N= 257), as well as comparing temporary contract and permanent contract employees at Time 1 and a second‐wave comparison that included new temporary contract employees (N= 92) and new permanent contract employees (N= 34). Results suggest that temporary employment status is associated with negative and positive consequences. On the negative side, temporary status reduced perceptions of job security and participative decision making, which had deleterious effects on job strain. On the other hand, temporary employees had fewer strain‐inducing role demands (in particular, lower role overload). The net effect was that temporary employees had lower job strain, which analyses suggested was due to indirect effects of the lower role demands.
ENTRY‐LEVEL POLICE CANDIDATE ASSESSMENT CENTER: AN EFFICIENT TOOL OR A HAMMER TO KILL A FLY?
Authors: DAYAN KOBI , KASTEN RONEN , FOX SHAUL
Published: December 2006

The study examined the validity of the assessment center (AC) as a selection process for entry‐level candidates to die police and its unique value beyond cognitive ability tests. The sample included 712 participants who responded to personality and cognitive ability testing (CAT), and underwent an AC procedure. AC results included the overall assessment rating (OAR) and peer evaluation (PE). Seven criterion measures were collected for 585 participants from a training stage and on‐the‐job performance. Results showed that the selection system was valid. Findings yielded significant unique validities of OAR and PE beyond CAT and of PE beyond OAR even after corrections for restriction of range. Results support the use of ACs for entry‐level candidates.
EFFECTS OF ROTATED LEADERSHIP AND PEER EVALUATION ON THE FUNCTIONING AND EFFECTIVENESS OF SELF‐MANAGED TEAMS: A QUASI‐EXPERIMENT
Authors: EREZ AMIR , LEPINE JEFFREY A. , ELMS HEATHER
Published: December 2006

In a quasi‐experiment of 38 self‐managed undergraduate teams, we examined the effects of team designs that differed with respect to the form of member evaluation and team leadership. Relative to teams that relied on external evaluations, teams with peer evaluations had higher levels of workload sharing, voice, cooperation, performance, and member satisfaction. Relative to teams that relied on leader emergence, teams that rotated leadership among members had higher levels of voice, cooperation, and performance. Overall, results of the study demonstrate the potential importance of team‐design decisions in self‐managed teams.
META‐ANALYSIS OF THE RELATIONSHIP BETWEEN THE FIVE‐FACTOR MODEL OF PERSONALITY AND HOLLAND'S OCCUPATIONAL TYPES
Authors: BARRICK MURRAY R. , MOUNT MICHAEL K. , GUPTA RASHMI
Published: December 2006

The purpose of this study is to examine the nature and magnitude of the relationship between 2 widely accepted models for classifying individual differences–the 5‐factor model of personality and Holland's RI‐ASEC occupational types. Based on extensive meta‐analyses, our results illustrate that there are meaningful relations between some FFM personality dimensions and some RIASEC types. The strongest relationships were obtained between the RIASEC types of enterprising and artistic with the FFM personality dimensions of Extraversion and Openness to Experience, p= .41 and .39, respectively. Three other RIASEC types had moderate correlations with at least 1 FFM personality trait. In contrast, the realistic type was not related to any FFM personality traits. Multiple regression analyses in which each RIASEC type is regressed on the FFM scores (based on meta‐analytic estimates), revealed a multiple R of .11 for realistic, .26 for investigative, .42 for artistic, .31 for social, .47 for enterprising, and .27 for conventional types. The overall conclusion from the study is that although FFM personality traits and RIASEC types are related, they are not merely substitutes for each other.
THE RELATION OF INSTRUMENTAL and SYMBOLIC ATTRIBUTES TO A COMPANY'S ATTRACTIVENESS AS AN EMPLOYER
Authors: LIEVENS FILIP , HIGHHOUSE SCOTT
Published: December 2006

This study adds a new marketing‐based angle to the study of the attractiveness of organizations in the early stages of the recruitment process. Drawing on the instrumental‐symbolic framework from the marketing literature, we expected that the meanings (in terms of inferred traits) that prospective applicants associate with employing organizations would play an important role in applicants' attractiveness to these organizations. Two groups of prospective applicants (275 final‐year students and 124 bank employees) were drawn from the applicant population targeted by the bank industry. These applicants were asked to rate a randomly assigned bank in terms of job/organizational factors and to ascribe traits to this bank. In both samples, trait inferences about organizations accounted for incremental variance over job and organizational attributes in predicting an organization's perceived attractiveness as an employer. Moreover, it was easier to differentiate among organizations on the basis of trait inferences versus traditional job and organizational attributes. Practical implications for image audit and image management are discussed.