Showing papers by "Michael A. Campion published in 2007"
TL;DR: The use of personality tests in high-stakes selection environments was discussed in a panel discussion held at the 2004 SIOP conference as discussed by the authors, where five former journal editors from Personnel Psychology and the Journal of Applied Psychology (2 primary outlets for such research) came to the conclusion that faking on self-report personality tests cannot be avoided and perhaps is not the issue.
Abstract: Although long thought to be unrelated to job performance, research in the early 1990s provided evidence that personality can predict job performance. Accompanying this research was a resurgence of interest in the use of personality tests in high-stakes selection environments. Yet there are numerous potential problems associated with the current operational use of personality. As such, 5 former journal editors from Personnel Psychology and the Journal of Applied Psychology (2 primary outlets for such research), who have collectively reviewed over 7,000 manuscripts and who have no vested interest in personality testing, reconsider the research on the use of personality tests in environments where important selection decisions are made. Their comments are based on a panel discussion held at the 2004 SIOP conference. Collectively, they come to several conclusions. First, faking on self-report personality tests cannot be avoided and perhaps is not the issue; the issue is the very low validity of personality tests for predicting job performance. Second, as such, using published self-report personality tests in selection contexts should be reconsidered. Third, personality constructs may have value for employee selection, but future research should focus on finding alternatives to self-report personality measures.
606 citations
TL;DR: In this article, the authors proposed a model made up of four categories of leadership skill requirements: Cognitive skills, interpersonal skills, business skills, and strategic skills, which are then tested in a sample of approximately 1000 junior, mid-level, and senior managers, comprising a full career track in the organization.
Abstract: Leadership scholars have called for additional research on leadership skill requirements and how those requirements vary by organizational level. In this study, leadership skill requirements are conceptualized as being layered (strata) and segmented (plex), and are thus described using a strataplex. Based on previous conceptualizations, this study proposes a model made up of four categories of leadership skill requirements: Cognitive skills, Interpersonal skills, Business skills, and Strategic skills. The model is then tested in a sample of approximately 1000 junior, midlevel, and senior managers, comprising a full career track in the organization. Findings support the “plex” element of the model through the emergence of four leadership skill requirement categories. Findings also support the “strata” portion of the model in that different categories of leadership skill requirements emerge at different organizational levels, and that jobs at higher levels of the organization require higher levels of all leadership skills. In addition, although certain Cognitive skill requirements are important across organizational levels, certain Strategic skill requirements only fully emerge at the highest levels in the organization. Thus a strataplex proved to be a valuable tool for conceptualizing leadership skill requirements across organizational levels.
498 citations
TL;DR: In a follow-up article as mentioned in this paper, Morone et al. pointed out that the observed validities of personality tests predicting job performance criteria are low and have not changed much over time, and when evaluating the usefulness of using personality tests to select applicants, one must not ignore the observed, uncorrected validity.
Abstract: We recently published an article in which we highlighted a number of issues associated with the use of self-report personality tests in personnel selection contexts (Morgeson et al., 2007). Both Ones, Dilchert, Viswesvaran, and Judge (2007) and Tett and Christiansen (2007) have written responses to this article. In our response to these articles we address many of the issues raised by Ones et al. and Tett and Christiansen. In addition to a detailed response, we make the following 4 key points: (1) Our criticisms of personality testing apply only to the selection context, not to all research on personality; (2) the observed validities of personality tests predicting job performance criteria are low and have not changed much over time; (3) when evaluating the usefulness of using personality tests to select applicants, one must not ignore the observed, uncorrected validity; and (4) when discussing the value of personality tests for selection contexts, the most important criteria are those that reflect job performance. Implications for personality testing research and practice are discussed.
260 citations
TL;DR: Over 90% of undergraduate job candidates fake during employment interviews; however, fewer candidates engage in faking that is semantically closer to lying, ranging from 28% to 75%.
Abstract: An Interview Faking Behavior (IFB) scale is developed and validated in 6 studies (N = 1,346). In Study 1, a taxonomy of faking behavior is delineated. The factor structure of a measure is evaluated and refined (Studies 2 and 3). The convergent and discriminant validity of the measure is examined (Study 4). The IFB scale consists of 4 factors (Slight Image Creation, Extensive Image Creation, Image Protection, and Ingratiation) and 11 subfactors (Embellishing, Tailoring, Fit Enhancing, Constructing, Inventing, Borrowing, Masking, Distancing, Omitting, Conforming, and Interviewer Enhancing). A study of actual interviews shows that scores on the IFB scale are related to getting a 2nd interview or a job offer (Study 5). In Study 6, an experiment is conducted to test the usefulness of the new measure for studying methods of reducing faking using structured interviews. It is found that past behavior questions are more resistant to faking than situational questions, and follow-up questioning increases faking. Finally, over 90% of undergraduate job candidates fake during employment interviews; however, fewer candidates engage in faking that is semantically closer to lying, ranging from 28% to 75%.
235 citations
TL;DR: This article found that social and perceptual skill, reasoning ability, and adjustment-and achievement-orientation personality requirements are higher in expatriate assignments, which has implications for pre-departure selection.
Abstract: To empirically address the importance of the cultural context for successful assignments, we conducted two studies using a large sample of public-sector US professionals working in comparable jobs in 156 different countries. The results provided direct evidence that social and perceptual skill, reasoning ability, and adjustment- and achievement-orientation personality requirements are higher in expatriate assignments, which has implications for pre-departure selection. Also, the results partly supported the hypothesis that expatriates are required to adjust their behavior to be consistent with the local cultural values, which has implications for post-arrival behavioral training.
134 citations
01 Aug 2007
TL;DR: In this paper, the authors introduce the concept of team role knowledge and its potential utility for staffing w.r.t. team-based work design, and discuss research that focuses on team based work design.
Abstract: The article discusses research that focuses on team-based work design. The goal of the article is to introduce readers to the concept of team role knowledge and its potential utility for staffing w...
24 citations