Showing papers in "Personnel Psychology in 2001"
TL;DR: In this paper, the authors developed and tested a model linking proactive personality and career success through a set of four behavioral and cognitive mediators, and found 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.
Abstract: 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.
1,340 citations
Journal Article•
TL;DR: In this article, the authors investigate whether positive employee attitudes and behaviors influence business outcomes or whether positive business outcomes influence positive employee attitude and behaviors, and find no significant relationship between organizational effectiveness at time 1 and the employee attitudes or behaviors at time 2.
Abstract: 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.
1,143 citations
TL;DR: In this article, the authors investigated whether positive employee attitudes and behaviors influence business outcomes or whether positive business outcomes influence positive employee attitude and behaviors, and they found no significant relationship between organizational effectiveness at Time 1 and the employee attitudes or behaviors at Time 2.
Abstract: 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
1,064 citations
TL;DR: This paper examined the role of three sources of support in facilitating expatriate adjustment and performance, including perceived organizational support, leader-member exchange (LMX), and spousal support on expatriates' adjustment to work, country, and interacting with foreign nationals.
Abstract: 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.
680 citations
TL;DR: In this paper, the authors examined how firms' socialization tactics help establish person-organization fit between newcomers and organizations and found that newcomers' subjective fit perceptions, as well as changes in their values, were associated with content and social aspects of socialization.
Abstract: 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.
635 citations
TL;DR: The Occupational Information Network (O*NET) as discussed by the authors is a taxonomic approach to occupational descriptors, which is used to describe jobs and their characteristics. But the O*NET does not provide a taxonomy of occupational attributes.
Abstract: 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.
398 citations
TL;DR: The Selection Procedural Justice Scale (SPJS) as discussed by the authors is a comprehensive measure of Gilliland's (1993) procedural justice rules, which is used to compare the outcomes included in his model of applicant reactions.
Abstract: 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.
373 citations
TL;DR: In this paper, the effect of learner choices in computer-based training was examined with 78 employees taking an Intranet-delivered training course, and the results indicated considerable variability among trainees in practice level and time on task, which both predict knowledge gain.
Abstract: 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.
342 citations
TL;DR: This article conducted 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.
Abstract: 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 (9) 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.
313 citations
TL;DR: In this article, a questionnaire study in 17 school and 24 engineering teams examined affective reactions to task and goal interdependence at both the group and individual level of analysis, and found that within-group task interdependency is positively related to both job and team satisfaction.
Abstract: 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.
302 citations
TL;DR: In this paper, the authors present data from three more studies, one of large organizations from different industries at the corporate level, one from commercial banks, and the other of autonomous business units at the level of the job.
Abstract: 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.
TL;DR: In this article, the authors extended traditional job search investigations by incorporating personality and cognitive ability into the analysis of U.S. executives' job search, and found that the relationship between extroversion and job search became significant and positive in the presence of situational factors, particularly job satisfaction.
Abstract: 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.
TL;DR: The authors used structural equation modeling to test the distinction between typical and maximum criteria with ratings of transformational leadership performance, and examined whether the criterion-related validities of the five factor model differ for the two types of criteria.
Abstract: The study tests the distinction between typical and maximum criteria with ratings of transformational leadership performance, and examines whether the criterion-related validities of the five factor model differ for the two types of criteria. Using an East Asian military sample (n= 1,259) where multiple ratings of typical and maximum performance were obtained from different sources, we used structural equation modeling to test the typical/maximum performance distinction. Results found that typical and maximum performance are different latent constructs and that this distinction is present even after considering rating method factors (i.e., rater source, time). The importance of this distinction is shown by the fact that validities for the personality constructs were not equally predictive of both criteria: Openness was most predictive of maximum performance, Neuroticism was most predictive of typical performance, and Extroversion was predictive of both. By distinguishing typical from maximum performance constructs, relationships between personality and transformational leadership were found to be stronger than previous research suggested.
TL;DR: The authors examined predictors of actual discrimination claiming among terminated workers by investigating a number of variables suggested by organizational justice and social information processing theories and found that social guidance had a major influence on discrimination-claiming.
Abstract: 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.
TL;DR: In this article, the authors used data collected from 98 work teams, and assessed empowerment levels based on the aggregation of individual team member ratings as well as on a team consensus approach utilized after aggregation.
Abstract: 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.
TL;DR: In this article, the authors examined program commitment, that is, an employee's commitment to an organizational program, and investigated its association with important organizational outcomes and a set of potential antecedents in 2 longitudinal field studies.
Abstract: Increasingly, human resource professionals are being challenged to manage organizational programs that have proliferated in the wake of continual pressure to respond to competition and environmental change. This research examines program commitment, that is, an employee's commitment to an organizational program, and investigates its association with important organizational outcomes and a set of potential antecedents in 2 longitudinal field studies. In the first study, program commitment was positively related to participation in the program and program-related performance. In the second study, organizational commitment, change efficacy, and teamwork orientation were supported as antecedents to program commitment.
TL;DR: The authors examined the extent to which four variables affect the process through which Chinese and American managers make two types of compensation award decisions (bonus amounts and non-monetary recognition) and found that Chinese managers put less emphasis on work performance when making bonus decisions, and more emphasis on relationship with coworkers when making nonmonetary decisions.
Abstract: 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.
TL;DR: In this article, the authors studied the effectiveness of would and could reducing explanations at reducing perceptions of unfairness and increasing recommendation intentions in the context of employment rejection letters and found that 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.
Abstract: 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.
TL;DR: The authors found that situational interviews are much less predictive of performance in these types of positions than behavior description interviews, and that there is no correspondence between situational and behavior description questions written to assess the same job characteristic.
Abstract: Based on a study of federal investigative agents, Pulakos and Schmitt (1995) hypothesized that situational interviews are less effective for higher-level positions than behavior description interviews. To evaluate their hypothesis we analyzed data from 2 new structured interview studies. Both of these studies involved higher-level positions, a military officer and a district manager respectively, and had matching SI and BDI questions written to assess the same job characteristics. Results confirmed that situational interviews are much less predictive of performance in these types of positions. Moreover, results indicated very little correspondence between situational and behavior description questions written to assess the same job characteristic, and a link between BDI ratings and the personality trait Extroversion. Possible reasons for the lower situational interview effectiveness are discussed.
TL;DR: In this paper, the authors investigated whether rater-ratee similarity in the Big Five personality factors influences peer ratings of contextual work behaviors, and found that the observed effect of personality similarity may reflect actual behavioral differences rather than biases due to interpersonal affect.
Abstract: The present field study investigates whether rater-ratee similarity in the Big Five personality factors influences peer ratings of contextual work behaviors. It overcomes problems that previous studies have had by using a polynomial regression analysis and by correcting the potential biases from nonindependence. Using more than 500 peer dyads, we found that rater-ratee similarity in Conscientiousness, but not in other dimensions, was positively associated with peer ratings even after controlling for interpersonal affect. These results suggest that the observed effect of personality similarity may reflect actual behavioral differences rather than biases due to interpersonal affect. Implications of the findings are discussed along with recommendations for future research.
TL;DR: In this paper, the authors explore the impact of data collection method on five outcomes: response preference, item completion rate, use of don't know responses, item mean and variability.
Abstract: Results from 3 organizational survey efforts were used to explore the impact of data collection method on 5 outcomes: response preference, item completion rate, use of don't know responses, item mean and variability. The first study compared 977 online with 711 opscan responses in a U.S. government agency. The second study compared a Time 2 administration of 893 online with 732 opscan responses. The third study examined 4,654 automated phone (IVR) with 3,587 paper responses in a global pharmaceuticals firm. Although method utilization varied considerably by country, the more technological approaches were preferred in the U.S., and younger employees were significantly more likely to respond online. Overall, survey method accounted for a relatively small percentage of unique variance in the data (0% to 4%). Practitioners may be better off choosing an administration method based on factors such as cultural fit and ease of implementation rather than issues of data quality.
TL;DR: This paper investigated whether different job-relevant competencies vary in terms of Black-White subgroup differences exhibited, and found that competencies with greater cognitive load tended to more strongly predict cognitive aspects of job performance as compared to non-cognitive aspects.
Abstract: 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.
TL;DR: A particular form of test score banding, in which bands are based on the reliability of the test and in which selection within bands takes into account criteria that are likely to enhance workforce diversity, has been proposed as an alternative to the traditional top-down (rank-order) hiring systems, but it has been hotly debated among both scientists and practitioners as mentioned in this paper.
Abstract: A particular form of test score banding, in which bands are based on the reliability of the test and in which selection within bands takes into account criteria that are likely to enhance workforce diversity, has been proposed as an alternative to the traditional top-down (rank-order) hiring systems, but it has been hotly debated among both scientists and practitioners. In a question-and-answer format, this article presents three different viewpoints (proponents, critics, and neutral observers) on the scientific, legal, and practical issues. The article also attempts to seek some consensus among experts on this controversial procedure.
TL;DR: In this article, both salaried and hourly employees, selected at random, were interviewed regarding their outcome expectancies for honest and dishonest behavior and the responses were categorized within a 2 × 2 empathy box (honest/dishonest behavior vs. positive/negative outcome expectation) to allow the organization's leadership to understand from the employee's perspective why there was so much theft.
Abstract: 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.
TL;DR: In this article, the authors used data from a nationally representative sample of telecommunications establishments and found that HR practices and workforce unionization influence managerial pay levels and the ratio of manager-to-worker pay.
Abstract: 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.
Journal Article•
TL;DR: This paper examined the influence of prior selection on a first predictor on observed differences for second predictors in multiple-hurdle selection systems, and found that the influence was substantial (30-70%) when selection ratios were low, standardized ethnic group differences on the screening predictor were high, and when the first and second predictor correlate above.30.
Abstract: Assessment of standardized ethnic group differences (d) on predictors of job performance has become an important issue for applied psychologists. A number of studies have used an experimental design in which the predictor of interest was administered after an initial screening predictor. We examined the influence of prior selection on a first predictor on observed ds for second predictors in multiple-hurdle selection systems. Results of a Monte Carlo simulation indicate observed dson the second predictor are underestimated in the presence of prior selection on another predictor. More important, “downward bias” in observed standardized ethnic group difference is substantial (30-70%) when selection ratios are low, standardized ethnic group differences on the screening predictor are high, and when the first and second predictors correlate above .30. Researchers should consider the influence of range restriction in designing studies of ethnic group differences and comparing ds across predictors, particularly when data are collected under a multiple-hurdle design.
TL;DR: In this article, Monte Carlo simulations were conducted to compare the performance of the traditional (Fisher, 1954) and mean (Hunter & Schmidt, 1990) estimators of the sampling variance of correlations in meta-analysis.
Abstract: Monte Carlo simulations were conducted to compare the performance of the traditional (Fisher, 1954) and mean (Hunter & Schmidt, 1990) estimators of the sampling variance of correlations in meta-analysis. The mean estimator differs from the traditional estimator in that it uses the mean observed correlation, averaged across studies, in the sampling variance formula. The simulations investigated the homogeneous (i.e., no true correlation variance across studies) and heterogeneous case (i.e., true correlation variance across studies). Results reveal that, compared to the traditional estimator, the mean estimator provides less negatively biased estimates of sampling variance in the homogeneous and heterogeneous cases and more positively biased estimates in the heterogenous case. Thus, results support the use of the mean estimator unless strong, theory-based hypotheses regarding moderating effects exist.