Showing papers by "Murray R. Barrick published in 2012"

The Theory of Purposeful Work Behavior: The Role of Personality, Higher-Order Goals, and Job Characteristics

Abstract: The theory of purposeful work behavior integrates higher-order implicit goals with principles derived from the Five-Factor Model (FFM) of personality and the expanded job characteristics model to explain how traits and job characteristics jointly and interactively influence work outcomes. The core principle of the theory is that personality traits initiate purposeful goal strivings, and when the motivational forces associated with job characteristics act in concert with these purposeful motivational strivings, individuals experience the psychological state of experienced meaningfulness. In turn, experienced meaningfulness triggers task-specific motivation processes that influence the attainment of work outcomes. We describe testable propositions derived from the theory and discuss directions for future research.

Peer-based control in self-managing teams: linking rational and normative influence with individual and group performance.

Abstract: The authors use a multilevel framework to introduce peer-based control as a motivational state that emerges in self-managing teams. The authors specifically describe how peer-based rational control, which is defined as team members perceiving the distribution of economic rewards as dependent on input from teammates, extends and interacts with the more commonly studied normative control force of group cohesion to explain both individual and collective performance in teams. On the basis of data from 587 factory workers in 45 self-managing teams at 3 organizations, peer-based rational control corresponded with higher performance for both individuals and collective teams. Results further demonstrated that the rational and normative mechanism of peer-based control interacted to explain performance at both the individual and team levels. Increased peer-based rational control corresponded with higher individual and collective performance in teams with low cohesion, but the positive effects on performance were attenuated in cohesive teams.

Candidate characteristics driving initial impressions during rapport building: Implications for employment interview validity

Abstract: We examine the antecedents impacting interviewers’ initial impressions of candidates formed during the rapport-building stage of the interview and subsequent evaluations of answers to highly structured interview questions. Ratings for 130 mock interview candidates reveal a strong relationship between interviewers’ initial impression of the candidate and their evaluations of candidate responses to structured questions. These initial impressions correspond with candidate extraversion and verbal skill, controlling for job qualifications. Interviewers’ initial impressions mediate the effect of candidate characteristics, relevant for some jobs more so than others, on later evaluations. Thus, initial impressions formed during rapport building appear to influence subsequent evaluations whether they are clearly job-relevant or not. These findings have important implications for the validity of structured interviews.

The Folly of Using Research Lacking Rigor as a Call to Action

Abstract: Management researchers need to continually work to assure that our findings and conclusions are translated into management practice. Exploring the usefulness of contemporary research for the practi...